2022–23 Departmental Results Report - Treasury Board of Canada Secretariat

From the President
Results at a glance
Treasury Board of Canada Secretariat role
Highlights
Results
Results: what we achieved
Spending and human resources
Corporate information
Supporting information on the program inventory
Supplementary information tables
Federal tax expenditures
Organizational contact information
Appendix: definitions

President’s Message
Departmental Results Report 2022–23

**The Honourable Anita Anand, P.C., M.P.**
President of the Treasury Board

Each year, 90 federal departments and agencies (departments) across government review their operations and spending in order to set out a plan with priorities for ongoing improvements in the fiscal year ahead to ensure taxpayer dollars are spent prudently. As part of the Estimates family of documents, I am pleased to present the 2022–23 Departmental Results Report for the Treasury Board of Canada Secretariat (TBS).

This report demonstrates the progress that TBS has made to help the Government operate smoothly, make best use of public funds, and continue to deliver important results for Canadians. As President of the Treasury Board, I am committed to continuing this important work by implementing innovative solutions that deliver real impacts.

One of our top priorities is digital government. We are digitizing and modernizing government systems and putting the diverse needs of the people we serve at the heart of policies, programs, and services that we deliver. This means that many more Canadians will be able to access a wider array of government programs and services at anytime and anywhere.

To stimulate economic recovery and growth, we are making our regulatory system more efficient and less burdensome. That is why we are reducing the regulatory burden on small businesses through measures such as Bill S-6, an Act respecting regulatory modernization, the Let’s Talk Federal Regulations platform and the External Advisory Committee on Regulatory Competitiveness. These measures will help us be more competitive and attract new economic opportunities

We are also strengthening access to information with the Access to Information Review and the Access to Information and Privacy online request service, greening government operations, building a diverse and inclusive workforce through career advancement and training, and much more.

I invite you to read this report for a more in-depth understanding of the TBS initiatives, and I look forward to continuing to work with our dedicated public service to help Canadians succeed in the years ahead.

Original signed by:

The Honourable Anita Anand, P.C., M.P.
President of the Treasury Board

Results at a glance

Treasury Board of Canada Secretariat role

The Treasury Board of Canada Secretariat (TBS) serves as the administrative arm of the Treasury Board. As a central agency, TBS provides oversight and leadership in 4 core responsibility areas to help departments fulfill government priorities and achieve results for Canadians.

Highlights

Core responsibility	Highlights
Spending oversight TBS reviews current and proposed government spending to ensure that it is efficient, effective and is helping achieve the government’s priorities.	reviewed and guided 445 Treasury Board submissions through the process for consideration by Treasury Board collaborated with Statistics Canada to refine the Quality of Life Framework and the indicators on the Infosheet: Quality of Life Framework for Canada, and to support updates to the Quality of Life Hub worked to increase accountability and transparency in departmental plans and departmental results reports launched a review of the Policy on Results streamlined the Treasury Board review process to focus on the most significant submissions and to reduce the administrative burden on departments
Administrative leadership TBS leads government‑wide initiatives, develops policies and sets the strategic direction for federal government administration.	published Canada’s Digital Ambition 2022 to guide the government’s digital transformation toward modern, integrated systems that respond to the needs of citizens completed reviewing access to information, tabled the Access to Information Review: Report to Parliament and enhanced the Access to Information and Privacy Online Request service amended the Directive on the Management of Procurement to integrate principles related to human rights, the environment, social and corporate governance, and supply chain transparency helped departments make the transition to greener and more climate-resilient operations
Employer TBS develops policies and sets the strategic direction for people and workplace management in the public service. It also manages total compensation in the core public administration and represents the government in labour relations matters.	published the Direction on prescribed presence in the workplace to ensure fairness and consistency as the public service adopted the common hybrid work model worked to increase diversity and inclusion in the workforce, including efforts to address career advancement, training and education opportunities for Black public servants, and to attract and retain Indigenous employees helped make the public service more accessible, including by updating the Duty to Accommodate: A General Process for Managers launched a new system to help monitor and report on bilingual communication and service to the public negotiated a new Public Service Health Care Plan for better coverage at no additional cost to taxpayers engaged in 28 collective bargaining negotiations with public sector unions to reach fair and reasonable agreements for both employees and Canadians in today’s economic circumstances
Regulatory oversight TBS develops and oversees policies to promote good regulatory practices in the federal government and regulatory cooperation across jurisdictions. It also reviews proposed regulations and coordinates reviews of existing regulations.	created the Let’s Talk Federal Regulations platform to consult Canadians on regulatory proposals launched a consultation on the Annual Regulatory Modernization Bill: Keeping pace with change worked to reduce burdens and advance modernization while protecting the environment, health and safety, and security relaunched the External Advisory Committee on Regulatory Competitiveness to make recommendations on advancing regulatory excellence and modernizing Canada's regulatory system

Results

In 2022–23, TBS aimed to achieve 10 results measured by 27 performance indicators.

Targets met or working to meet: 19 (70%)
Targets not met: 7 (26%)
Targets with data not available: 1 (4%)

Core responsibility	Performance indicators	Targets met or working to meet targets with dates after March 2023	Targets not met	No data
Spending oversight	2	2	1	0
Administrative leadership	12	11	1	0
Employer	10	4	5	1
Regulatory oversight	3	3	0	0
Total	27	19 (70%)	7 (26%)	1 (4%)

In 2022–23, total actual spending for TBS was $4,162.2 million and total actual full‑time equivalents was 2,598.

For more information on TBS’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

Results: what we achieved

In this section

Core responsibilities

This section contains the following for each of TBS’s core responsibilities:

a description of the responsibility
the actions TBS took in 2022–23 to achieve its planned results in relation to the responsibility and whether it achieved these results
a description of:
- how TBS used gender‑based analysis plus
- TBS’s contributions to the Government of Canada’s efforts to implement the United Nations’ 2030 Agenda for Sustainable Development and to achieve the UN Sustainable Development Goals
- innovation TBS undertook
the financial and human resources TBS allocated to achieving its planned results

Spending oversight

Description

Review spending proposals and authorities
Review existing and proposed government programs for efficiency, effectiveness and relevance
Provide information to Parliament and Canadians on government spending

Results

Ensuring that programs align with government priorities

TBS oversees how the federal government spends taxpayers’ money by reviewing government programs, spending proposals and spending authorities, and by reporting to Parliament and Canadians on government spending.

1. Supporting decision‑making by the Treasury Board

TBS supports the decision‑making process by working with departments to improve their submissions to Treasury Board.

TBS does this by verifying that submissions:

align with government policies and priorities
support value for money
clearly explain how results will be achieved and measured
contain clear risk assessments, including financial ones

In 2022–23, TBS also streamlined the Treasury Board process for approving lower‑risk, non‑controversial submissions. This streamlining not only allowed ministers to focus on more important and higher-risk items but also reduced costs for organizations preparing Treasury Board submissions. TBS also updated the Guidance for Drafters of Treasury Board Submissions to reflect updates to government policy, such as changes to the Inuit Nunangat Policy.

2. Setting the strategic direction for measuring, evaluating, and reporting on spending and performance

In 2022–23, TBS continued to move forward on program effectiveness reviews outlined in Budget 2022. Budget 2023 confirmed that TBS would examine skills training and youth programming for the first review.

TBS continued to strengthen the Quality of Life Framework to help support evidence‑based decisions that make sure government policies and programs benefit Canadians’ quality of life as much as possible. In 2022–23, TBS began developing a phased approach to applying the Quality of Life Framework to decision‑making by:

working with Statistics Canada to:
- refine the indicators listed on the Infosheet: Quality of Life Framework for Canada
- support updates to the Quality of Life Hub that gathers key information and analysis
developing ways to incorporate quality of life into Treasury Board considerations
hosting delegations and participating in policy discussions to support international efforts on well‑being

In 2022–23, TBS launched a review of the Policy on Results to gauge its effectiveness in achieving results across government. TBS initiated the review by:

establishing a governance structure
producing a discussion paper which outlined the review’s approach
conducting interviews with deputy ministers

To improve the information available to Parliament and Canadians, TBS reviewed the format and requirements of departmental plans and departmental results reports with the goal of increasing accountability and transparency. TBS also changed the cycle for updating departments’ results frameworks from every year to every third year. TBS expects this change to improve the measuring and reporting of departmental results, as well as reduce the administrative burden placed on TBS and departments.

Gender‑based analysis plus

In collaboration with Women and Gender Equality Canada and the Privy Council Office, TBS developed an action plan in response to the Office of the Auditor General’s Report 3—Follow-up on Gender‑Based Analysis Plus. The action plan outlined ways to support departments on gender‑based analysis plus and identified tools and guidance to develop to help departments improve reporting.

TBS continued to help departments complete mandatory government‑wide analysis and reporting on gender and diversity under the Canadian Gender Budgeting Act and to support Women and Gender Equality Canada in its evaluation of the effectiveness of gender‑based analysis plus.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

TBS continued to help departments integrate economic, social, environmental and governance aspects of sustainable development into policy‑making. For example, TBS worked with Environment and Climate Change Canada, the Department of Finance Canada and the Privy Council Office to use an “integrated climate lens” to include climate, economics and inclusivity in the decision‑making process across federal departments in conjunction with the Quality of Life Framework.

Results achieved

For spending oversight, TBS exceeded the target for 1 indicator and did not meet the target for 1 indicator.

To support departments in increasing the percentage of government programs that have suitable measures for tracking performance and informing decision‑making, TBS will continue to provide results‑related guidance and advice through the review of Treasury Board submissions. These efforts should help improve the performance information collected. TBS will also look for ways to broaden capacity‑building efforts in departments.

The following table shows, for spending oversight, the results achieved, the performance indicators, the targets and the target dates for 2022–23, and the actual results for the 3 most recent fiscal years for which actual results are available.

Departmental results	Performance indicators	Targets	Date to achieve targets	2020–21 actual results	2021–22 actual results	2022–23 actual results
Proposals to the Treasury Board contain information that helps ministers make decisions	Percentage of Treasury Board submissions for complex projects or programs that transparently disclose financial risk	At least 75%	March 2023	77%	76%	79%
Government organizations measure, evaluate and report on their performance	Percentage of government programs that have suitable measures for tracking performance and informing decision-making	At least 95%	March 2023	64%	89%	87%

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Budgetary financial resources (dollars)

The following table shows, for spending oversight, budgetary spending for 2022–23, as well as actual spending for that year.

2022–23 Main Estimates	2022–23 planned spending	2022–23 total authorities available for use	2022–23 actual spending (authorities used)	2022–23 difference (actual spending minus planned spending)
4,344,824,192	4,344,824,192	1,344,171,346	44,076,954	−4,300,747,238

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Human resources (full‑time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to fulfill this core responsibility for 2022–23.

2022–23 planned full‑time equivalents	2022–23 actual full‑time equivalents	2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents)
302	289	−13

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Administrative leadership

Description

Lead government‑wide initiatives
Develop policies and set the strategic direction for government administration related to:
- service delivery
- access to government information
- the management of assets, finances, information and technology

Results

1. Leading digital government transformation

In 2022–23, TBS released Canada’s Digital Ambition 2022, the government’s annually updated 3‑year plan for managing service delivery, information, data, information technology and cyber security.

Designed to support the government’s ongoing digital transformation, Canada’s Digital Ambition 2022 identified 4 strategic themes:

Excellence in technology and operations
Data‑enabled digital services and programs
Action‑ready digital strategy and policy
Structural evolution in funding, talent and culture

a. Excellence in technology and operations

As part of Canada’s Digital Ambition 2022, TBS worked with departments to modernize how the government replaces, builds and manages its technology. These efforts included:

establishing a new portfolio management model to deliver early engagement, advice and support to help departments apply a digital lens to activities
funding departments through the TBS Application Modernization Program to migrate applications to modern data centres or the cloud, which reduced the risk of failure
publishing guidelines and standards to help departments adopt new technologies and use common configurations and enterprise technology for services, including governance and financial management

TBS also improved GC Notify and GC Forms to enable departments to deliver services online more quickly and easily. For example, the number of services using GC Notify grew by 34% in 2022–23. These services sent more than 43 million messages to Canadians to help keep them up to date on important information, such as recalls through Health Canada’s Recalls and Safety Alerts notifications.

In addition, TBS helped to protect government information and services by:

updating the Government of Canada Cyber Security Event Management Plan to address lessons learned from attacks and simulations
enhancing the Cyber Maturity Self‑Assessment tool to help departments measure performance against recognized best practices
directing departments to remove the social media application TikTok from government mobile devices
updating the cyber authentication technology standards
publishing the Government of Canada Identity, Credential and Access Management Framework to provide a common vocabulary and to share best practices for securing information systems

b. Data‑enabled digital services and programs

In 2022–23, TBS worked with departments to improve federal programs by:

supporting the ePayroll project, which provides Canadian employers a secure method to send information to the federal government
working toward the mutual acceptance of digital credentials with other Canadian governments and key private sector and international partners
conducting the GC Task Success Survey and providing advice to help departments improve the usability of government websites

To make more government data and information available to the public and to promote transparency and accountability, TBS:

published 2 key documents:
- the 2023–2026 Data Strategy for the Public Service to improve engagement, innovation, growth and public trust in the digital economy
- the 2022–24 National Action Plan on Open Government which incorporated feedback from Canadians and the Multi-Stakeholder Forum on Open Government
expanded and improved the functionality of the Open Government Portal, including publishing new datasets requested by Canadians through the Suggest a Dataset Form
concluded a comprehensive review of the Access to Information Act and tabled the Access to Information Review: Report to Parliament
completed a series of key actions on access to information, which included:
- issuing guidance and training to help reduce delays in responding to access to information requests
- updating the Policy on Access to Information and the Directive on Access to Information Requests to reflect legislative changes
- enhancing the Access to Information and Privacy Online Request service to simplify the process for Canadians, including providing a tracking system to monitor the status of requests and facilitating the receipt of information electronically
- advancing Indigenous reconciliation by outlining the ways to improve access to information and to support Indigenous‑led information and data strategies

Indigenous peoples and the access to information review

As part of reviewing access to information, TBS engaged with Indigenous peoples and received input and submissions from 12 organizations to identify their issues and concerns with access to information. TBS published the Access to Information Review: Indigenous‑specific What We Heard Report, which summarizes the input from the Indigenous peoples consulted. Overall, 3 themes emerged from the consultations:

Indigenous data sovereignty remains key to achieving the objective of First Nations, Inuit and Métis control over records and data pertaining to them, which includes the transfer from federal institutions to facilities approved by Indigenous organizations
a right of access to records held by federal institutions would provide the foundation for Indigenous peoples, groups, and governing bodies to negotiate with the Crown, represent concerns, pursue commercial interests and plan for the future
the narrow definition of “Aboriginal government” under the Access to Information Act excludes most Indigenous governments and organizations because it only includes the 9 First Nations governments and band councils defined in the Indian Act

c. Action-ready digital strategy and policy

To support digital service delivery, TBS amended the Directive on Service and Digital to:

strengthen requirements for user research and to promote the use of open‑source software
align it with the Government of Canada Digital Standards: Playbook, a set of design principles that enhances digital services to Canadians

TBS also published the Digital Privacy Playbook to help incorporate privacy practices into the design life cycle of digital initiatives.

Policy updates in information and data management included the:

Standard on Systems that Manage Information and Data to ensure a consistent government‑wide approach
Policy on Privacy Protection to strengthen privacy breach reporting obligations and update the definition of “material privacy breach” to include the threshold of real risk of significant harm
Directive on Open Government to reflect international best practices, particularly related to publishing with a purpose and open government by default

TBS also completed the third review of the Directive on Automated Decision‑Making and began working on updates.

d. Structural evolution in funding, talent and culture

Leading the government’s move to a fully digital model requires a culture that attracts, develops, and retains top talent and encourages it to try new ideas and take risks to deliver better results for Canadians.

TBS took steps in 2022–23 to address this need across government, including:

shifting recruitment campaigns to the GC Digital Talent platform, which connects managers with internal and external candidates
positioning the Government of Canada as the digital employer of choice through messaging and strategies that promote inclusion and diversity
fostering a culture built on a people‑first approach, service excellence, trust and continuous learning
supporting aspiring and existing executives through talent management and mentoring opportunities
developing a plan for managing and nurturing cyber security talent

Additionally, TBS developed policies, strategies and tools to help departments find, develop and manage digital talent, such as:

the Directive on Digital Talent
the first GC Digital Talent Strategy
information on GC Digital Talent, including the directive, reporting requirements, standardized forms and access to the digital talent pool
collaboration with the Canada School of Public Service’s Digital Academy on building digital skills

TBS and other government departments collaborated with internal and external stakeholders to develop a training curriculum for the IT Apprenticeship Program for Indigenous Peoples to address barriers in information technology. The program offers a 2‑year apprenticeship. Graduates of the program meet the educational requirements for employment in information technology in the federal government.

2. Setting the strategic direction for the management of assets and finances

The Government of Canada works to fulfill its commitment of ensuring the sound stewardship of government assets and finances by:

putting sound policies, standards and practices in place
overseeing performance and compliance across the government
building and maintaining professional communities

a. Procurement, real property, project management and materiel

In 2022–23, TBS took measures to strengthen the management of procurement, real property and materiel, and the planning and management of investments, including:

completing the transition to 3 new directives:
supporting departments in meeting obligations under the 3 new directives by publishing the:
- Guide to Official Languages in Federal Procurement
- Guide to portfolio management and the real property portfolio strategy
amending the Directive on the Management of Procurement to integrate principles related to human rights, the environment, social and corporate governance, and supply chain transparency
making the Code of Conduct for Procurement mandatory to ensure suppliers understand the expectations and obligations when providing goods and services to departments
drawing on lessons learned from the COVID‑19 pandemic to establish a new exceptional contracting limit for sustained emergencies of national importance
working with custodian departments with real property responsibilities to establish workplans to address the recommendations from the Horizontal Fixed Asset Review

TBS continued to work with the project management community to develop its maturity by:

collaborating with 8 departments to pilot a new framework that takes a life‑cycle view of project management capacity, complexity and risk to gauge the maturity of investment management
launching 3 mandatory courses in partnership with the Canada School of Public Service, as well as a training program for senior leaders

TBS also supported departments’ efforts to meet the government‑wide minimum target of awarding 5% of the total value of federal contracts to Indigenous businesses annually by:

amending the:
- Directive on the Management of Procurement to include Mandatory Procedures for Contracts Awarded to Indigenous Businesses and providing related guidance
- Guidelines on the Proactive Disclosure of Contracts to facilitate transparent and timely public reporting of contracts awarded to Indigenous businesses
requiring departments to update Parliament and Canadians on their progress in departmental plans and departmental results reports
launching a mandatory Indigenous Considerations in Procurement course, which most Government of Canada procurement professionals completed in 2022–23

To support ongoing professional development, TBS delivered learning events on emerging trends and best practices in:

social procurement
asset disposal
real property portfolio management
real property portfolio strategy
fleet electrification
best value realization

b. Financial management

TBS continued to collaborate with the financial management community to strengthen financial management by:

launching the procurement process for financial management systems vendors
securing funding to support the Digital Comptrollership Program in coordinating departments’ implementation of a modernized financial system
updating the Directive on Stewardship of Financial Management Systems, which went into effect in April 2023
developing the Guide to Costing to improve the credibility of costing across government, which went into effect in May 2023
completing significant technical amendments to the Directive on Accounting Standards to support new public sector accounting standards
drafting a guideline on accounting for cloud computing arrangements
creating a new departmental authority to give gifts and honorariums to eligible First Nations, Inuit and Métis

c. Internal audit

In 2022–23, TBS completed a review of the Policy on Internal Audit and developed an updated policy for Treasury Board review.

TBS also launched an enterprise audit management solution and supported the 18 departments adopting it. This solution provided the internal audit community with improved features and offers opportunities for increased collaboration. It also supported the government’s strategy to adopt enterprise solutions.

TBS introduced a new approach to providing internal audit coverage in small departments and developed a consolidated report on the first year’s results for small departments. TBS also completed 2 horizontal internal audits.

3. Leading the greening of government operations

The government continued to fight climate change and to reduce its greenhouse gas emissions as it worked toward the goal of achieving net‑zero carbon and climate‑resilient operations by 2050.

To support the Greening Government Strategy, TBS provided strategic direction, guidance, tools and expertise to departments on:

net‑zero carbon related to real property, vehicle fleets, procurement and climate resilience
the environmental impact of government operations on waste, water and biodiversity

In 2022–23, TBS strengthened the Policy on Green Procurement by adding:

the Standard on Embodied Carbon in Construction, which requires suppliers to disclose and reduce the carbon footprint related to major government construction projects, starting with a 10% reduction for ready‑mix concrete compared to the regional average
the Standard on the Disclosure of Greenhouse Gas Emissions and the Setting of Reduction Targets, which ensures that procurement processes of more than $25 million induce suppliers to measure and disclose their greenhouse gas emissions and set science‑based reduction targets

TBS also:

incorporated greening into policies on assets and acquisitions
reviewed Treasury Board submissions and investment plans to make sure they aligned with greening objectives

The Greening Government Fund continued to help departments reduce greenhouse gas emissions in their operations and to promote the sharing of innovative approaches.

As of March 2023, departments’ efforts realized a 39.8% reduction in greenhouse gas emissions from federal real property and its conventional vehicle fleet compared to 2005 levels.

Gender‑based analysis plus

TBS incorporated gender‑based analysis plus into the development of initiatives and took steps to address data gaps in analyzing the impact on sex, gender and other intersecting identity factors. For example, TBS:

tested the design of the GC Digital Talent platform with people using different assistive technologies to ensure accessibility
collaborated with Indigenous partners to design and test the online component of the IT Apprenticeship Program for Indigenous Peoples and to develop the program’s online application process
consulted on ways to collect and coordinate government‑wide data on initiatives and to track progress on advancing diversity, equity and inclusion
licensed a European standard for digital accessibility to develop tools that help departments determine requirements for information and communication technology systems
analyzed training for the investment and asset management communities to ensure inclusivity, accessibility, equity and diversity
gathered and analyzed demographic information on Departmental Audit Committees to ensure their overall membership exceeded labour market availability for all 4 employment equity groups
provided digital comptrollership tools and resources to make sure products met high standards for accessibility and inclusivity

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

United Nations Sustainable Development Goal 12: ensure sustainable consumption and production patterns

In 2022–23, TBS continued to contribute to sustainable consumption and production patterns by leading the greening of Government of Canada operations. For example, new policies and directives required departments to consider environmental factors in planning and in decisions related to procurement and to investment, materiel and real property management. These policies also required departments to look for opportunities to advance the government’s environmental objectives.

United Nations Sustainable Development Goal 13: take urgent action to combat climate change and its impacts

TBS helped the government take urgent action to combat climate change and its impacts by supporting Environment and Climate Change Canada in drafting the Federal Sustainable Development Strategy for 2022 to 2026.

TBS also supported establishing the Canada Growth Fund announced in Budget 2022. The fund will attract private sector investment in 2 key areas:

reducing emissions and contributing to achieving Canada’s climate goals
investing in low‑carbon industries and new technologies to diversify the economy and increase exports

United Nations Sustainable Development Goal 17: strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development

TBS helped the government provide critical information for measuring progress on the sustainable development goals by expanding open data initiatives and publishing new datasets on the Open Government Portal. TBS also hosted the Canada Open Government Community of Practice, which includes federal, provincial and territorial governments.

In addition, TBS participated in the:

international Open Data Charter working group
Organisation for Economic Co‑operation and Development’s Expert Group on Open Government Data
Open Government Partnership

Innovation

TBS collaborated with Indigenous Services Canada and the Canada School of Public Service on a pilot to develop and recognize expertise in Indigenous procurement, which will launch in 2023–2024. TBS also explored new ways to develop and recognize the specialized knowledge required across departments in investment and asset management.

Through the Greening Government Fund, TBS supported a Department of Fisheries and Oceans geothermal energy project at the Bedford Institute of Oceanography that provides hot water for heating and general use. The project will reduce natural gas use by 87% and deliver annual savings of more than $320,000.

Results achieved

For administrative leadership, TBS met or continued to work toward meeting targets for 11 of 12 indicators. It missed the target for 1 indicator.
TBS missed its target for users of Canada.ca being able to complete tasks related to the most in-demand government information and services on the site. TBS set a target of 18 of the top 25 tasks having an individual completion rate of 70% or more, but only 12 tasks reached this threshold.

An additional 7 tasks delivered completion rates between 65 and 69%.

In 2022–23, the result for the percentage of services used online fell. Outside events can change demand for certain types of communication in a given period and cause the results to fluctuate from year to year. TBS continues to work with departments to meet its March 2024 target.

TBS’s awareness efforts related to providing online services securely resulted in departments identifying more domains, which caused a dip in TBS’s results compared with 2021–22. Increased reporting requirements combined with support to departments mean TBS remains on track to meet this target.

The COVID‑19 pandemic and workforce capacity continued to cause challenges in responding to access to information and personal information requests within legislated timelines. To address this, TBS launched the Access and Privacy Community Development Office in June 2022 to coordinate recruitment processes and provide centralized training with the goal of building more capacity across the access to information and privacy communities.

The following table shows, for administrative leadership, the results achieved, the performance indicators, the targets and the target dates for 2022–23, and the actual results for the 3 most recent fiscal years for which actual results are available.

Departmental results	Performance indicators	Targets	Date to achieve targets	2020–21 actual results	2021–22 actual results	2022–23 actual results
Table 4 Notes Table 4 Note 1 The data for this indicator comes from a survey administered by the Institute for Citizen‑Centred Service. Return to table 4 note * referrer Table 4 Note 2 As reported in the 2020–21 Institute for Citizen‑Centred Service survey. No survey took place in 2022–23. Return to table 4 note † referrer Table 4 Note 3 High‑volume services refers to external services delivered through 27 departments with more than 45,000 transactions annually across all channels. Return to table 4 note ‡ referrer Table 4 Note 4 This target will be achieved when 18 of the 25 most in‑demand tasks on Canada.ca meet the task‑completion threshold of at least 70%. Return to table 4 note § referrer Table 4 Note 5 10 of the 25 most in‑demand tasks on Canada.ca met the task-completion threshold of at least 70%. Return to table 4 note ‖ referrer Table 4 Note 6 12 of the 25 most in‑demand tasks on Canada.ca met the task-completion threshold of at least 70%. Return to table 4 note # referrer
Government service delivery is digitally enabled and meets the needs of Canadians	Degree to which clients are satisfied with the delivery of Government of Canada services, expressed as a score from 1 to 100^{table 4 note *}	At least 60	March 2023	63	63	63^{table 4 note †}
	Percentage of high‑volume Government of Canada services that meet service standards^{table 4 note ‡}	At least 80%	March 2024	Not available	46%	49%
	Percentage of high‑volume Government of Canada services that are fully available online^{table 4 note ‡}	At least 80%	March 2025	Not available	56%	60%
	Usage of high‑volume Government of Canada online services, measured as a percentage of all service delivery channels, including in person and telephone^{table 4 note ‡}	At least 75%	March 2024	Not available	80%	71%
	Percentage of Government of Canada websites that provide digital services to citizens securely	100%	March 2024	69%	75%	69%
	Degree to which Canadians are successful in completing tasks on Government of Canada websites^{table 4 note §}	At least 70%	March 2023	Not available: new indicator	40%^{table 4 note ‖}	48%^{table 4 note #}
Canadians have timely access to government information	Number of new datasets available to the public	At least 1,000 new datasets	March 2023	1,613 new datasets published	1,991 new datasets published	1,684 new datasets published
	Percentage of institutions that respond to 90% or more of access to information requests within legislated timelines	At least 90%	March 2026	70%	42%	54%
	Percentage of institutions that respond to 90% or more of personal information requests within legislated timelines	At least 90%	March 2026	63%	62%	60%
Government has good asset and financial management practices	Percentage of key financial management processes for which a system of internal controls has been established and that have reached the continuous monitoring stage	100%	March 2024	39%	46%	65%
	Percentage of departments that maintain and manage their assets over their life cycle	At least 60%	March 2023	53%	72%	69%
Government demonstrates leadership in making its operations low carbon	The level of overall Government of Canada greenhouse gas emissions	Reduce greenhouse gas emissions from real property and fleet operations by 40% below 2005 levels	March 2026	40.6% below 2005 levels	38.4% below 2005 levels	39.8% below 2005 levels

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Budgetary financial resources (dollars)

The following table shows, for administrative leadership, budgetary spending for 2022–23, as well as actual spending for that year.

2022–23 Main Estimates	2022–23 planned spending	2022–23 total authorities available for use	2022–23 actual spending (authorities used)	2022–23 difference (actual spending minus planned spending)
113,447,186	113,447,186	150,710,694	135,056,295	21,609,109

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Human resources (full‑time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to fulfill this core responsibility for 2022–23.

2022–23 planned full‑time equivalents	2022–23 actual full‑time equivalents	2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents)
612	913	301

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Employer

Description

Develop policies and set the strategic direction for people management in the public service
Manage total compensation (including pensions and benefits) and labour relations
Undertake initiatives to improve performance in support of recruitment and retention objectives

Results

In 2022–23, TBS continued to reinforce its focus on people management in the public service and concentrated its efforts in 6 key areas:

Supporting health and safety
Creating a diverse, equitable and inclusive workforce
Promoting official languages
Bargaining in good faith
Resolving pay issues
Strengthening and modernizing the public service for the 21st century

1. Supporting health and safety

a. COVID‑19

In 2022–23, TBS worked to protect the health and safety of public servants and their communities by providing advice and guidance on human resources management, labour relations, occupational health and safety, and official languages matters relating to the pandemic.

This work included supporting departments in:

implementing occupational health guidance from Health Canada
updating their hazard prevention programs
tracking paid leave related to COVID‑19
rolling out COVID‑19 testing programs
recording and reporting the vaccination status of employees across the public service
encouraging employees to stay up to date with COVID‑19 vaccinations

TBS further supported health and safety in the public service by:

modernizing emergency preparedness, including first aid in hybrid workplaces
researching and sharing best practices on ergonomics to prevent injuries when employees work from home and in hybrid workplaces
including occupational health and safety in the Direction on prescribed presence in the workplace

TBS also conducted analysis and made recommendations every 6 months to the Treasury Board on the status of the Policy on COVID 19 Vaccination for the Core Public Administration Including the Royal Canadian Mounted Police. In addition, TBS helped departments arrange for unvaccinated employees to return to regular work duties following the suspension of the vaccination requirement.

TBS also measured, monitored and reported on workplace physical and psychological health and safety performance through:

the Management Accountability Framework
the Public Service Employee Survey
ad hoc “pulse check” surveys

b. Mental health

TBS supported the mental health of public servants by:

providing guidance and resources to departments on the:
- National Standard of Canada for Psychological Health and Safety in the Workplace
- Federal Public Service Workplace Mental Health Strategy
launching a workplace mental health dashboard for the public service based on the risk factors in the National Standard of Canada for Psychological Health and Safety in the Workplace
completing a joint interdepartmental study on mental health support for employees whose duties put them at higher risk

c. Health plan

TBS led the government’s efforts to renew the Public Service Health Care Plan. The newly negotiated plan provides enhanced coverage to 1.7 million federal employees and retirees and their eligible dependents at no additional cost to taxpayers. It came into effect on July 1, 2023.

In these negotiations, TBS ensured that the new plan offers increased support for mental health and well‑being, as well as supports for seniors, families, young adults, persons with disabilities, and members of the 2SLGBTQI+ community.

d. Workplace harassment and violence prevention

In 2022–23, TBS continued to support departments in the prevention of workplace harassment and violence by:

creating a community of practice for individuals or units responsible for the prevention and resolution of harassment and violence
researching and sharing best practices with the communities of practice related to identifying risk factors, addressing victims of domestic violence and conducting investigations
collaborating with Public Services and Procurement Canada on a standing offer for investigation services
helping initiate a joint learning pilot project on training for occupational health and safety committee members
supporting departments in managing complex cases and in judicial reviews

2. Creating a diverse, equitable and inclusive workforce

In 2022–23, TBS continued to work with departments to ensure that they hire, retain and promote people with the goal of creating a workplace that ensures diversity, inclusion, equity and accessibility.

a. Diversity and inclusion

TBS worked on several fronts to address diversity and inclusion in the workforce. A key element of this work continued to be collaborating with the Privy Council Office to support departments on the Call to Action on Anti‑Racism, Equity and Inclusion in the Public Service.

Other areas where TBS helped to further diversity and inclusion included:

developing a tool to support the Public Service Employment Act appointment values by identifying and eliminating biases and barriers in qualification standards
collaborating with Black employee networks to co‑develop:
- a proposal to create a mental health fund for Black employees
- an action plan to address career advancement, training and education opportunities for Black public servants
creating an Inclusion Stewardship Program to help address potential biases in performance management
reforming the talent management process to ensure better representation in leadership programs
completing the first cohort of 39 participants in the Mosaic Leadership Development Program, which supports members of equity‑seeking groups who want to join the executive ranks of the public service
appointing 19 Mosaic Leadership Development Program graduates to executive‑level positions
delivering the Mentorship Plus Program, which enabled 54 departments to pair employees from equity‑seeking groups with executive mentors and sponsors
supporting the Federal Speakers Forum on Lived Experience and its 86 speakers who raised awareness across the public service on topics related to diversity, inclusion, anti‑racism, accessibility, and mental health
providing departments with the Maturity Model on Diversity and Inclusion self‑assessment tool, which measures 5 diversity and inclusion dimensions and helps to monitor their progress
collaborating with partners on the 2022 Government of Canada Equity, Diversity and Inclusion Conference, which provided public servants with tools, resources and strategies to foster a diverse and inclusive workplace
working with Statistics Canada to build a whole‑of‑government approach to improving the collection, analysis, availability and publication of disaggregated data
amending policies to make permanent residents of Canada eligible for student employment
advancing the public service’s leadership strategy by:
- taking steps to modernize the leadership competency profile
- setting expectations for an inclusive leadership culture
- implementing and sharing bias mitigation techniques for talent management
- supporting the career progression of equity-seeking executives

TBS also took several steps to increase inclusion for Indigenous people working in the public service and those thinking of joining the public service. These steps included:

developing culturally appropriate accommodation for Indigenous employees in partnership with the second Knowledge Circle for Indigenous Inclusion
signing an agreement with the Aboriginal Financial Officers Association of Canada to develop an Indigenous financial management apprenticeship program
working with the University of Ottawa to increase executive-level diversity through the candidates chosen for the Comptroller Leadership Development Program

In addition, TBS supported the Employment Equity Act Review Task Force’s efforts to accelerate the review of the Employment Equity Act.

b. Equity

Passed in 2021, the Pay Equity Act addresses gender‑based discrimination in the pay practices and systems of employers with the goal of achieving pay equity for employees in jobs that are commonly held by women.

Due to the many different job functions in the public service and number of employees covered by the Pay Equity Act, TBS sought the guidance of the Office of the Pay Equity Commissioner. TBS also began to explore strategies to address the complexities of applying pay equity in the public service.

In 2022–23, TBS worked to apply the Pay Equity Act to the Royal Canadian Mounted Police to help ensure equitable compensation for those employees.

In addition, TBS worked to define the pay equity committees that will help the public service and the Royal Canadian Mounted Police roll out their pay equity plans.

c. Accessibility

In 2022–23, TBS continued to implement the Accessibility Strategy for the Public Service of Canada and supported departments in developing and completing accessibility plans.

Results in this area included:

making progress toward hiring 5,000 net new public servants with disabilities by 2025
committing 60% of the Centralized Enabling Workplace Fund to 23 projects led by or in partnership with federal organizations outside TBS designed to identify and remove barriers to accessibility and include employees with disabilities
including accessibility requirements in the Direction on prescribed presence in the workplace as employees returned to the office
reinforcing the expectation that managers consider accessibility in the Guidance on optimizing a hybrid workforce
helping to remove barriers faced by employees with disabilities through use of the Government of Canada Workplace Accessibility Passport
supporting departments in meeting their obligations under the Directive on the Duty to Accommodate by:
- ensuring that the directive served as a guiding principle for the prescribed presence in the workplace
- updating the Duty to Accommodate: A General Process for Managers
- publishing the Government of Canada Workplace Accessibility Passport: Guidance for Managers

3. Promoting official languages

In 2022–23, TBS continued to ensure that Canadians across the country received services from federal institutions in both official languages.

In addition, TBS provided advice on proposed amendments to the Official Languages Act and led initiatives related to supporting a bilingual work environment by:

supporting the public service in implementing the administrative measures outlined in English and French: Towards a Substantive Equality of Official Languages in Canada
updating the Directive on the Implementation of the Official Languages (Communications with and Services to the Public) Regulations to help federal institutions implement new provisions in the Official Languages (Communications with and Services to the Public) Regulations
launching a new system to help federal institutions to monitor and report on bilingual communication with and service to the public
fostering access to inclusive second language training that meets the needs of all learners, including members of employment equity groups

4. Bargaining in good faith

In 2022–23, TBS engaged in 30 collective bargaining and benefit plan negotiations in good faith as it worked to reach fair and reasonable agreements for both employees and Canadians in today’s economic circumstances.

In its role as employer of the public service, TBS pursued an integrated and agile approach to the 2021 round of collective bargaining that included:

a negotiating strategy that aligned with separate agency and military compensation
coordinating strike preparedness across departments

TBS successfully negotiated and signed a 4‑year collective agreement with the Association of Canadian Financial Officers in December 2022. The contract covers about 6,500 employees in the comptrollership group, including financial management officers and internal and external auditors.

TBS also worked collaboratively with bargaining agents to address enterprise‑wide workplace issues and obstacles to implementing government priorities, such as pay administration and language in collective agreements.

In 2022–23, TBS also continued to engage with public sector unions to nurture and maintain professional and collaborative relationships. For example, during negotiations with employee representatives, TBS committed to sharing information and to ongoing consultations on the implementation of the hybrid workplace.

5. Resolving pay issues

In 2022–23, TBS continued to work with Public Services and Procurement Canada to take steps to resolve pay system issues and reduce the Phoenix backlog. TBS also worked with Public Services and Procurement Canada to ensure more timely processing of human resources transactions.

TBS also negotiated an agreement to work with public sector unions and partnered with human resources stakeholders to implement business processes and best practices to help improve the administration of pay and the current backlog.

At the same time, TBS collaborated with Shared Services Canada to continue planning the next generation human resources and pay system for the public service by analyzing the selected vendor’s ability to deliver the required capabilities.

In addition, TBS:

provided direction to enable the consistent application of collective agreement and policy changes
identified government‑wide standards for human resources and training in pay
helped more departments adopt a new employee leave system
established the Human Resources Systems Review Board to help guide departments’ investments in a way that strengthens and simplifies them across government

6. Strengthening and modernizing the public service

In 2022–23, TBS implemented the Direction on prescribed presence in the workplace, which offered public servants the flexibility to work from home for up to 3 days per week, where possible. In developing this direction, TBS worked with the Privy Council Office and other key stakeholders to help the public service adopt a common hybrid work model.

TBS also began to explore revisions to the Public Servants Disclosure Protection Act by appointing an 8‑member external task force to look at the process for making a disclosure of wrongdoing, as well as protections and supports for public servants who come forward. The task force members began work in early 2023 with the review process expected to last 12 to 18 months.

Gender-based analysis plus

TBS continued to work with more than 20 interdepartmental equity‑seeking employee networks at the employee and executive levels to ensure an understanding of challenges and opportunities.

TBS supported employment equity and equity‑seeking groups by:

equipping deputy heads and heads of human resources with talent management materials that included employment equity information to help develop a leadership team that reflects the Canadian population
enhancing the visibility and professional growth of diverse executives through talent enablement activities to increase the representation of employment equity group members in the executive ranks, including Black employees

TBS also worked to improve data collection by:

releasing disaggregated data on diversity and inclusion statistics
adding new data elements to an online interactive data visualization tool on Core public administration employment trends and demographics
improving self‑identification by launching a new form that captures identity categories beyond the requirements of the Employment Equity Act and allows all public servants to self‑identify, regardless of race or ethnic background
continuing development of an application that captures demographic data in real time

In addition, TBS analyzed legislative and demographic trends related to inclusion in the administration of the Public Service Pension Plan.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

United Nations Sustainable Development Goal 5: achieve gender equality and empower all women and girls

In 2022–23, TBS continued to work with departments to increase the representation of women in positions of leadership in the federal public service, as well as to advance pay equity.

United Nations Sustainable Development Goal 10: reduce inequalities within and among countries

TBS continued work with designated employment equity groups to help increase accessibility, inclusion and representation. This included developing tools, supporting career progression and launching talent strategies for Black employees and members of other employment equity groups.

TBS supported departments as they worked to develop accessibility plans, remove barriers and meet their obligations under the duty to accommodate.

Innovation

TBS continued to explore new ways to use data in the talent management cycle to identify representation gaps and develop tailored guidance on inclusivity to departments.

TBS also worked to develop and test innovative classification and organizational design solutions. In 2022–23, TBS worked:

with small agencies in a pilot to sub‑delegate accreditation authority to the heads of human resources to help alleviate the lack of classification capacity and create efficiencies
internally to alleviate some of the ongoing challenges in recruiting specialized information technology workers, which may bring changes to the job evaluation standard and help to address pressures across government

TBS also undertook 4 “classification innovation sprints” to explore new ways to address persistent problems faced by the organization and classification community.

In partnership with Employment and Social Development Canada, TBS explored ways to encourage employees to work efficiently and collaboratively in a hybrid workplace. Insights from this project will inform future projects that will support digitally‑enabled public service workplaces.

Results achieved

For the employer core responsibility, TBS achieved the target for 4 of 10 indicators, missed the targets for 5 indicators and could not report results for 1 indicator.

While it did not achieve its targets for a psychologically healthy workplace or for organizational respect for individual differences, TBS sees the stability from the previous Public Service Employee Survey as notable considering the significant organizational change in the past few years.

Although it did not achieve its target for harassment, the long-term objective to decrease incidents being reported remains. TBS recognizes that variances may occur due to several factors, including the workplace becoming increasingly receptive to reporting.

TBS missed its target for discrimination but saw stability in the result. To support improvement in this area, TBS began collaborating with Canadian Heritage on Canada’s Anti‑Racism Strategy and developing Canada’s Action Plan on Combatting Hate to prevent and combat hate in the public service by providing evidence‑based recommendations.

In 2022–23, TBS engaged in 30 collective bargaining and benefit plan negotiations leading to 29 agreements and 1 complaint to the Federal Public Sector Labour Relations and Employment Board. The Federal Public Sector Labour Relations and Employment Board determined that the Treasury Board did not negotiate in good faith when it delayed the start of negotiations on a dental plan. Treasury Board proposed a delay to the union to allow for additional time to study comparable plans before negotiations moved forward. Treasury Board appealed the decision, which will be reviewed.

The 2021–22 results for the 4 employment equity indicators appear as an estimate of the 2022–23 results. Trend analysis suggests similar or improved 2022–23 results. If this were the case, then TBS might not meet its target for the representation of Indigenous people at the executive level. As previously indicated, TBS continues to take steps to increase inclusion for Indigenous people working in the public service.

The reconciliation of employment equity data requires a multi‑step process that began in March 2023 and includes the merger of various data sources and validation from numerous stakeholders to create the Employment Equity Database. For this reason, the 2022–23 employment equity data will not be available until TBS tables the Employment Equity Annual Report in Parliament in early 2024.

The following table shows, for employer, the results achieved, the performance indicators, the targets and the target dates for 2022–23, and the actual results for the 3 most recent fiscal years for which actual results are available.

Departmental results	Performance indicators	Targets	Date to achieve targets	2020–21 actual results	2021–22 actual results	2022–23 actual results
Table 5 Notes Table 5 Note 1 Although deputy heads are responsible for managing their own human resources, TBS monitors the progress against the policy objectives set by the employer and strives to ensure an appropriate degree of consistency in people management practices across the public service. Return to table 5 note * referrer Table 5 Note 2 Calculated using a new methodology adopted in 2021–22 that collects data from all federal institutions on a three year cycle. In previous years, only sample data was collected. Return to table 5 note † referrer Table 5 Note 3 2021–22 data appears here as trend analysis suggests the results will be the same, if not better. 2022–23 data will be available in the Employment Equity Annual Report expected to be tabled in Parliament in March 2024. Return to table 5 note ‡ referrer Table 5 Note 4 The one complaint to the Federal Public Sector Labour Relations and Employment Board is under appeal. Return to table 5 note § referrer
Public service attracts and retains a skilled and diverse workforce^{table 5 note *}	Percentage of institutions where communications in designated bilingual offices “nearly always” occur in the official language chosen by the public	At least 90%	March 2023	93.4%	91.6%^{table 5 note †}	91.6%
	Percentage of executive employees (compared with workforce availability) who are members of a visible minority group	At least 10.6%	March 2023	12.4%	14%	14%^{table 5 note ‡}
	Percentage of executive employees (compared with workforce availability) who are women	At least 48%	March 2023	52.3%	53.2%	53.2%^{table 5 note ‡}
	Percentage of executive employees (compared with workforce availability) who are Indigenous persons	At least 5.1%	March 2023	4.4%	4.9%	4.9%^{table 5 note ‡}
	Percentage of executive employees (compared with workforce availability) who are persons with a disability	At least 5.3%	March 2023	5.6%	6.5%	6.5%^{table 5 note ‡}
The workplace is healthy, safe and inclusive^{table 5 note *}	Percentage of employees who believe their workplace is psychologically healthy	Year‑over‑year increase	March 2023	68%	68%	68%
	Percentage of employees who indicate that they have been the victim of harassment on the job in the past 12 months	Year‑over‑year decrease	March 2023	11%	11%	11%
	Percentage of employees who indicate that they have been the victim of discrimination on the job in the past 12 months	Year‑over‑year decrease	March 2023	7%	7%	8%
	Percentage of employees who indicate that their organization respects individual differences (for example, culture, work styles and ideas)	Year‑over‑year increase	March 2023	77%	77%	75%
Terms and conditions of employment are fairly negotiated	Percentage of Federal Public Service Labour Relations and Employment Board outcomes that confirm that the Government of Canada is bargaining in good faith	100% annually	March 2023	100%	100%	To be determined^{table 5 note §}

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Budgetary financial resources (dollars)

The following table shows, for employer, budgetary spending for 2022–23, as well as actual spending for that year.

2022–23 Main Estimates	2022–23 planned spending	2022–23 total authorities available for use	2022–23 actual spending (authorities used)	2022–23 difference (actual spending minus planned spending)
3,290,670,526	3,290,670,526	3,900,207,119	3,871,345,553	580,675,027

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Human resources (full‑time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to fulfill this core responsibility for 2022–23.

2022–23 planned full‑time equivalents	2022–23 actual full‑time equivalents	2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents)
566	654	88

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Regulatory oversight

Description

Develop and oversee policies to promote good regulatory practices
Review proposed regulations to ensure they adhere to the requirements of government policy
Advance regulatory cooperation across jurisdictions

Results

1. Develop and oversee policies to promote good regulatory practices

In 2022–23, TBS helped to ensure a federal regulatory system that protects and advances the public interest, including sustainable economic growth.

In 2022–23, TBS launched the Let’s Talk Federal Regulations platform to strengthen transparency and increase participation in improving the regulatory system. The platform invites stakeholders to discuss regulations in an interactive and dynamic way.

TBS launched 4 consultations on the platform to collect ideas from Canadians. These consultations helped TBS continue to work toward a more effective and responsive regulatory system that supports economic growth and innovation:

The consultation on Annual Regulatory Modernization Bill: Keeping pace with change solicited Canadians’ views on improving the regulatory system while also protecting their health and safety. The consultation began in March 2023 with the resulting input to be incorporated into the third Annual Regulatory Modernization Bill that TBS expects to table in early 2024.

In 2022–23, the Senate completed its review of the second Annual Regulatory Modernization Bill, and the House of Commons completed its first reading. Introduced in Parliament as Bill S‑6, An Act respecting regulatory modernization, it proposed amendments to:

reduce the administrative burden for businesses
make digital interactions with government easier
simplify regulatory processes
make exemptions from certain regulatory requirements to test new products
make cross‑border trade easier through more consistent and coherent rules across governments

In October 2022, TBS renewed the External Advisory Committee on Regulatory Competitiveness to provide recommendations to the Treasury Board on advancing regulatory excellence and supporting the modernization of Canada’s regulatory system. Made up of business, academic, consumer advocacy, and civil society stakeholders, the External Advisory Committee on Regulatory Competitiveness met 4 times in 2022–23.

The committee heard perspectives on a variety of topics including:

risk‑based approaches to regulation
incorporation by reference
perceptions of the regulatory system
engagement with underrepresented groups
regulatory excellence

In 2022–23, TBS supported Public Services and Procurement Canada on a pilot of a new online regulatory consultation system for the Canada Gazette that allows Canadians to comment on proposed regulations. After a successful pilot, an online regulatory consultation became a mandatory part of the pre publication phase for all regulations published in Part I of Canada Gazette publications.

2. Review proposed regulations to ensure they adhere to the requirements of government policy

TBS supported sound decision‑making through its specialized challenge function on all Governor in Council regulatory proposals. This support ensured that advice to Treasury Board met the requirements of the Cabinet Directive on Regulation and associated policies and guidance.

TBS also led other efforts to improve transparency, reduce administrative burden and harmonize regulations while maintaining high safety standards and improving the competitiveness of Canadian businesses. This included regulatory reviews in partnership with other departments. These reviews examined ways to modernize regulations and regulatory practices that enhance economic growth and innovation.

In 2022–23, TBS provided leadership and support for departments’ regulatory modernization objectives, including:

helping to increase knowledge of innovative solutions and test new approaches
ensuring departments possess the authorities needed to add certain documents or lists to regulations

3. Advance regulatory cooperation across jurisdictions

TBS continued to represent the Government of Canada in formal regulatory cooperation forums, such as:

TBS supported Canada’s work under the Agile Nations Charter, a 2020 agreement signed by Canada, Denmark, Italy, Japan, Singapore, the United Arab Emirates and the United Kingdom to foster cooperation on rule‑making. The charter aims to make it easier for businesses to introduce and scale innovations across markets while upholding protections for citizens and the environment.

Published in June 2022, the U.S.‑Canada/Canada‑U.S. Supply Chains Progress Report highlighted the key role of regulatory cooperation in effective supply chains. The report identified the Canada‑United States Regulatory Cooperation Council as a mechanism to help reduce regulatory differences impeding trade and supply chain efficiencies.

As required by the Canadian Free Trade Agreement, the Regulatory Reconciliation and Cooperation Table completed a 5‑year review of the operation and effectiveness of its work on regulatory reconciliation. The review highlighted accomplishments, presented opportunities for improvement and proposed next steps.

Gender-based analysis plus

TBS expanded its metrics related to gender‑based analysis plus for regulatory proposals. As a result, TBS will collect information in 2023–24 that includes the percentage of applicable Governor in Council regulations where the corresponding Regulatory Impact Analysis Statement indicates that the regulatory proposal:

looked to address or mitigate:
- a public policy issue or risk associated with gender‑based analysis plus
- anticipated barriers to or relevant impact on gender‑based analysis plus
identified no relevant impact on gender‑based analysis plus

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

TBS continued to support departments in integrating sustainable development impact analysis into the regulatory development processes under the Cabinet Directive on Regulation. This directive requires an integrated cost and benefit analysis of regulations on society, the economy and the environment.

Innovation

TBS continued to work with departments to improve the regulatory environment for innovation and economic growth, such as supporting departments trying new regulatory approaches.

In 2022–23, the Centre for Regulatory Innovation funded a total of 7 pilot projects through the Regulatory Experimentation Expense Fund to try new regulatory approaches across 4 departments, including:

a Health Canada project to support regulatory innovation for advanced therapeutic products
an extension to a Transport Canada project to test light‑sport aircraft in pilot training
a second phase of a Transport Canada project to develop and test electronic personnel licences for the aviation sector

To further these efforts, the Centre for Regulatory Innovation received $6.2 million to fund departments until 2024–25 to help increase the competitiveness of Canadian regulations and to incorporate lessons learned from the pandemic. In 2022–23, TBS approved 4 new projects through the Regulators’ Capacity Fund that will identify regulatory barriers to innovation, trade and economic growth in specific sectors, and develop tools to modernize regulatory administration.

Results achieved

For regulatory oversight, TBS achieved the target for 2 of 3 indicators and remains on track to meet the target for 1 indicator. All 3 indicators have target dates after March 2023.

TBS fell below the target for ex-post evaluation in the Organsisation for Economic Co‑operation and Development’s 2021 regulatory system rankings. In 2022–2023 TBS began work to identify ways to strengthen the existing regulatory review requirements, which will help it achieve the target in the next rankings expected in 2024.

The following table shows, for regulatory oversight, the results achieved, the performance indicators, the targets and the target dates for 2022–23, and the actual results for the 3 most recent fiscal years for which actual results are available.

Departmental results	Performance indicators	Target	Date to achieve target	2019–20 actual results	2020–21 actual results	2021–22 actual results
Table 6 Notes Table 6 Note 1 The Organisation for Economic Co-operation and Development publishes its regulatory system rankings every 3 years. Return to table 6 note * referrer Table 6 Note 2 As reported in the 2018 report, which ranked 38 Organisation for Economic Co-operation and Development member or accession countries and European Union members. Return to table 6 note † referrer Table 6 Note 3 As reported in the 2021 report, which ranked 39 Organisation for Economic Co-operation and Development member or accession countries and European Union members. Return to table 6 note ‡ referrer
The federal regulatory system protects and advances the public interest, including sustainable economic growth	Ranking of Canada’s regulatory system by the Organisation for Economic Co‑operation and Development for stakeholder engagement^{table 6 note *}	Canada to rank in the top 5 for stakeholder engagement in the next issue of the report	December 2024	3rd^{table 6 note †}	3rd^{table 6 note †}	3rd^{table 6 note ‡}
	Ranking of Canada’s regulatory system by the Organisation for Economic Co‑operation and Development on regulatory impact assessment^{table 6 note *}	Canada to rank in the top 5 for regulator impact assessment in the next issue of the report	December 2024	4th^{table 6 note †}	5th^{table 6 note †}	5th^{table 6 note ‡}
	Ranking of Canada’s regulatory system by the Organisation for Economic Co‑operation and Development for ex‑post evaluation^{table 6 note *}	Canada to rank in the top 5 for ex‑post evaluation in the next issue of the report	December 2024	5th^{table 6 note †}	6th^{table 6 note †}	6th^{table 6 note ‡}

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Budgetary financial resources (dollars)

The following table shows, for regulatory oversight, budgetary spending for 2022–23, as well as actual spending for that year.

2022–23 Main Estimates	2022–23 planned spending	2022–23 total authorities available for use	2022–23 actual spending (authorities used)	2022–23 difference (actual spending minus planned spending)
11,716,665	11,716,665	12,152,317	11,961,210	244,545

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Human resources (full‑time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to fulfill this core responsibility for 2022–23.

2022–23 planned full‑time equivalents	2022–23 actual full‑time equivalents	2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents)
73	73	0

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Internal services

This section contains information about TBS’s internal services:

a description of its activities
the actions taken to achieve planned results and the success in delivering on them
the financial and human resources allocated to it

Description

Internal services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal services refers to the activities and resources of the 10 distinct service categories that support program delivery in the organization, regardless of the internal services delivery model in a department. The 10 service categories are:

acquisition management services
communication services
financial management services
human resources management services
information management services
information technology services
legal services
material management services
management and oversight services
real property management services

TBS allocated 24.8% of its actual spending on Vote 1, Program Expenditures and 25.8% of its actual full‑time equivalents to internal services, which support the department’s 4 core responsibilities.

In 2022–23, TBS worked in 3 areas to maintain and improve its performance.

1. Fostering employee well-being

In 2022–23, TBS updated its Wellness Strategy, which includes actions and areas of focus to build a healthy, respectful, and inclusive work environment and to support physical and psychological well‑being. The evergreen strategy allows TBS to adapt to changing priorities, context and requirements.

In addition, TBS supported and invested in increased capacity for conflict resolution and prevention by:

enhancing its intranet to inform employees about harassment and violence prevention resources and to identify the person or unit to notify if incidents occur
providing training for those employees designated to receive notifications of harassment or violence
renewing the Wellness Network to facilitate discussions about issues and best practices within the department
including information in toolkits for managers on harassment and violence resources
establishing a partnership with Health Canada to build the expertise necessary to deliver on legislative requirements
delivering 47 workshops and presentations to 883 employees on topics such as psychological safety, coaching circles on inclusion and diversity, leadership for new leaders, conflict management styles and managing emotions
launching a new internal information page with videos, tools and resources on managing workplace issues
communicating internally on topics related to inclusion, conflict resolution, values and ethics, organizational risk factors, and accessibility through mediums such as emails, podcasts and blogs
reviving the Values and Ethics Network to support an ethical work culture

TBS also worked to reduce employee stress through measures to help Public Services and Procurement Canada’s Pay Centre deliver accurate and timely pay to public servants, such as:

managing pay action requests centrally
taking actions to help address the backlog
establishing departmental guidelines, procedures and tools
monitoring and sharing monthly timeliness reports

TBS also began preparing to move to a centralized Government of Canada human resources management system that will improve HR-to-Pay stabilization and align more effectively with the upcoming next generation human resources and pay system for the public service.

2. Building a diverse, inclusive and accessible workplace

In 2022–23, TBS co‑developed the TBS Accessibility Plan 2022–25: Our Future Is Accessible with persons with disabilities. Covering 8 priority areas, the plan identifies barriers to accessibility and inclusion and commits to removing them from the TBS workplace through initiatives co-developed by TBS employees with lived experience of disability.

In addition to publishing its first accessibility plan, several TBS initiatives helped to advance anti‑racism, diversity and inclusion, such as:

collaborating with employee networks to design and launch inclusive and accessible hiring processes for executive and non‑executive positions that focus on Indigenous employees, Black and other racialized employees, and persons with disabilities
creating a Workplace Accommodation Centre to:
- provide a centralized and neutral case management model for all employees who request accommodation, including those who self‑identify as a person with a disability
- support employees’ accommodation needs and their career aspirations
adopting the Government of Canada Workplace Accessibility Passport to support employee accommodation needs
fostering conversations on anti‑racism, diversity and inclusion by hosting Black History Month activities

TBS’s senior management took on sponsorship roles to elevate departmental employee networks, including the Accessibility Network, the 2SLGBTQI+ Network, the Indigenous Employee Network, and the Black Employees Network.

Additionally, TBS modernized its Workforce Intelligence Dashboard and made it accessible to employees to increase transparency.

3. Preparing for the future

In 2022–23, TBS explored different hybrid models in the first half of the fiscal year, which helped it understand the path forward. This work included:

familiarizing staff and managers with new ways of working
facilitating the gradual increase of employees working in TBS’s offices
resolving issues before the adoption of a standard approach to hybrid work
continuing to research, assess and use new sources of data on the workforce
developing or updating existing interactive dashboards to support timely, evidence‑based decision‑making

TBS adopted a standardized approach to hybrid work in September 2022.

Contracts awarded to Indigenous businesses

Being identified as a Phase 1 department required TBS to award at least 5% of the total value of its contracts to Indigenous businesses by the end of 2022–23. In its 2023–24 Departmental Plan, the department forecast that it would award 5% of the total value of its contracts to Indigenous businesses in 2022–23.

As shown in the following table, TBS awarded 1.5% of the total value of its contracts to Indigenous businesses in 2022–23.

Contracting performance indicators	2022–23 results
Table 7 Notes Table 7 Note 1 Includes contract amendments with Indigenous businesses and contracts that were entered into with Indigenous businesses by means of acquisition cards. May include subcontracts. Return to table 7 note * referrer Table 7 Note 2 For the purposes of the 5% target, Indigenous businesses include Elders, band and tribal councils; businesses registered in the Indigenous Business Directory for contracts under the Procurement Strategy for Aboriginal Business; and businesses registered in a beneficiary business list for contracts with a final delivery in a modern treaty or self‑government agreement area with economic measures as defined by Indigenous Services Canada. Return to table 7 note † referrer Table 7 Note 3 Includes contract amendments. Return to table 7 note ‡ referrer Table 7 Note 4 TBS worked with Indigenous Services Canada to review its contract values and its identification and approval of exceptions by fall 2023. The final value of contracts awarded to Indigenous businesses in 2022–23 will be reported in TBS’s 2024–25 Departmental Plan. Return to table 7 note § referrer
Total value of contracts^{table 7 note *} awarded to Indigenous businesses^{table 7 note †}	$1,433,090
Total value of contracts awarded to Indigenous and non-Indigenous businesses^{table 7 note ‡}	$96,615,905
Value of exceptions approved by deputy head^{table 7 note §}	$0
Proportion of contracts awarded to Indigenous businesses	1.5%

While TBS did not meet its target in 2022–23, significant actions to help achieve it beginning in 2023–24 include:

adding contracting and procurement to the TBS’s integrated business planning process
transforming and restructuring the TBS procurement team to help clients meet their plans to support Indigenous contracts and integrated business planning
reinforcing practices that require project authorities to consider Indigenous vendors
ensuring TBS procurement officers completed mandatory training on Indigenous Considerations in Procurement
using internal systems and messaging to create awareness and to promote and identify Indigenous vendors, especially in top TBS commodity and contracting areas
requiring all contracting requests to include a mandatory justification with each request

While separate from the 5% target, TBS also incorporated an Indigenous participation component into the contract for the administration of the Public Service Health Care Plan. Each calendar year, the plan administrator must contribute a minimum transaction value of $3.5 million to the Indigenous community annually in the following amounts:

60% in direct benefits related to Indigenous business development, Indigenous employment and Indigenous training and skills development
40% in indirect benefits related to specialized training, career development, scholarships, grants, and community outreach to help local and Indigenous communities in meeting their economic development needs

Budgetary financial resources (dollars)

The following table shows, for internal services, budgetary spending for 2022–23, as well as spending for that year.

2022–23 Main Estimates	2022–23 planned spending	2022–23 total authorities available for use	2022–23 actual spending (authorities used)	2022–23 difference (actual spending minus planned spending)
92,997,137	92,997,137	93,622,337	99,750,988	6,753,851

Human resources (full‑time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to carry out its internal services for 2022–23.

2022–23 planned full‑time equivalents	2022–23 actual full‑time equivalents	2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents)
649	669	20

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Spending and human resources

In this section

Spending 2020–21 to 2025–26

Actual expenditures

Departmental spending breakdown

Figure 1 shows a breakdown of spending by category.

**Figure 1:** TBS total actual spending by category (vote 1, 20 and various statutory items), 2022–23

Vote	Amount	%
TBS program expenditures (Vote 1) (Vote 1 + EBP + Ministers' Allowance)	402	10%
Public service employer payments (Vote 20) Vote 20 + PSSA + Payments for the Pay Equity Settlement)	3,760	90%
Total	4,162	100%

In 2022–23, TBS’s total spending was $4,162.2 million:

90.35% for public service employer payments, which TBS makes as employer for the core public administration
9.65% for TBS program expenditures

Figure 2 shows a breakdown of TBS’s spending of $3,760.4 million in public service employer payments (Vote 20) and various statutory items.

**Figure 2:** TBS public service employer payments (Vote 20) and various statutory items, actual spending, 2022–23

Category	Amount	%
Public Service Health Care Plan	1,314	34.94%
Provincial payroll taxes, health care premiums and other	705	18.74%
Life and disability insurance	1,212	32.23%
Dental care plans	529	14.08%
Statutory payments	0.487	0.01%
Total Vote 20 + Statutory Payments	3,760	100%

These payments include the employer’s share of employee and pensioner benefit plans, provincial health care premiums and other payroll taxes, as well as statutory payments related mostly to pensions.

Figure 3 presents planned voted and statutory spending over time. Program expenditures include operating costs such as TBS employees’ salaries, non‑salary costs to deliver programs, and statutory payments relating to the employer’s contributions to TBS employees’ benefit plans.

**Figure 3:** Departmental spending trends for program expenditures (Vote 1) (dollars)

Fiscal years	Total	Voted	Statutory payments
2020-21	340,753,173	304,869,575	35,883,598
2021-22	338,671,466	303,665,675	35,005,791
2022-23	401,809,218	362,302,218	39,507,000
2023-24	347,084,999	312,841,340	34,243,659
2024-25	359,413,863	326,014,464	33,399,399
2025-26	340,027,696	307,395,380	32,632,316

As shown in Figure 3, TBS’s program expenditures increased by $63.1 million, from 2021–22 to 2022–23, due to:

funding for out‑of‑court settlements
an increase in digital strategy, planning, and oversight program expenditures for the Office of the Chief Information Officer digital initiatives
requirements for legal services

The increase in expenditures is partially offset by decreases in:

demand for management consulting services in the People Management Systems and Processes program
funding for the modernization of the financial management transformation systems program

For 2023–24 to 2025–26, total planned spending for TBS’s core responsibilities is projected to decrease by $7.1 million, mostly due to the sunsetting of the following programs or initiatives, although some may be subject to the renewal process:

support for implementing proactive pay equity in the federal public service (Budget 2019)
regulatory reviews and the External Advisory Committee on Regulatory Competitiveness (Budget 2021)
Office of Public Service Accessibility (Budget 2021)
Access to Information Act review and action plan (Budget 2021)
fostering a diverse and inclusive public service
funding to establish the Centre of Expertise for Real Property to improve federal asset management (Budget 2021)
funding to advance clean fuels markets and carbon capture, utilization, and storage technologies in Canada (Budget 2021)

Figure 4 shows TBS’s spending on public service employer payments and statutory items for the core public administration over time.

**Figure 4:** Departmental spending trends for public service employer payments (Vote 20) and various statutory items (dollars)

Fiscal years	Total	Voted	Statutory payments
2020-21	2,890,026,563	2,889,612,806	413,757
2021-22	10,729,258,839	2,923,781,288	7,805,477,551
2022-23	3,760,381,782	3,759,894,377	487,405
2023-24	3,412,657,267	3,412,149,682	507,585
2024-25	3,584,519,017	3,584,011,432	507,585
2025-26	3,586,607,792	3,586,100,207	507,585

The $7,839.2‑million increase in actual spending from 2020–21 to 2021–22 is due to an increase in public service employer payments. This increase stems mainly from a $7,805‑million contribution to the Public Service Pension Plan to address an actuarial shortfall under the Public Service Superannuation Account in accordance with the Actuarial Report (19th) on the Pension Plan for the Public Service of Canada as at 31 March 2020.

The $6,968.9‑million decrease in actual spending from 2021–22 to 2022–23 is mainly attributable to a decrease in public service employer payments due to a $7,805‑million decrease in Public Service Pension Plan contributions that addressed an actuarial shortfall under the Public Service Superannuation Account.

The $7,805‑million decrease in Public Service Pension Plan contributions was mainly offset by increases in actual spending in 2022–23 of:

$527.8‑million for Royal Canadian Mounted Police Life and Disability Insurance Plan payments related to the collective agreement for regular members
$153.1‑million for Public Service Health Care Plan expenditures

Actual spending in 2022–23 for public service employer payments is $564.5 million more than the planned spending reported in the 2022–23 TBS Departmental Plan for the employer core responsibility mainly due to an increase in Royal Canadian Mounted Police Life and Disability Insurance Plan expenditures.

From 2023–24 to 2025–26, the planned spending increased by a total of $174 million mainly attributable to a $167.4‑million increase for public service insurance plans due to inflation and an increase in the volume of claims being reimbursed.

Budgetary performance summary for core responsibilities and internal services (dollars)

The “Budgetary performance summary for core responsibilities and internal services” table presents the budgetary financial resources allocated for TBS’s core responsibilities and for internal services.

Core responsibilities and internal services	2022–23 Main Estimates	2022–23 planned spending	2023–24 planned spending	2024–25 planned spending	2022–23 total authorities available for use	2020–21 actual spending (authorities used	2021–22 actual spending (authorities used)	2022–23 actual spending (authorities used)
Spending Oversight	4,344,824,192	4,344,824,192	5,214,275,497	5,164,635,991	1,344,171,346	39,858,663	40,194,758	44,076,954
Administrative leadership	113,447,186	113,447,186	130,464,276	144,952,275	150,710,694	116,655,799	111,850,599	135,056,295
Employer	3,290,670,526	3,290,670,526	3,480,436,094	3,651,461,142	3,900,207,119	2,969,957,193	10,809,702,394	3,871,345,553
Regulatory oversight	11,716,665	11,716,665	12,551,889	12,562,280	12,152,317	10,022,274	10,218,687	11,961,210
Subtotal	7,760,658,569	7,760,658,569	8,837,727,756	8,973,611,688	5,407,241,476	3,136,493,929	10,971,966,438	4,062,440,012
Internal services	92,997,137	92,997,137	93,135,241	92,014,192	93,622,337	94,285,807	95,963,867	99,750,988
Total	7,853,655,706	7,853,655,706	8,930,862,997	9,065,625,880	5,500,863,813	3,230,779,736	11,067,930,305	4,162,191,000

Actual spending increased by $7,837.2 million from 2020–21 to 2021–22. This is due to an increase in public service employer payments that stemmed mainly from a $7,805‑million contribution to the Public Service Pension Plan to address an actuarial shortfall under the Public Service Superannuation Account in accordance with the Actuarial Report (19th) on the Pension Plan for the Public Service of Canada as at 31 March 2020.

Actual spending decreased by $6,905.7 million from 2021–22 to 2022–23. The decrease is due to a decrease in public service employer payments that stemmed mainly from a $7,805‑million contribution to the Public Service Pension Plan in 2021–22 to address an actuarial shortfall under the Public Service Superannuation Account in accordance with the triennial actuarial valuation of the plan as at March 31, 2020.

Each year, the majority of TBS’s planned spending consists of funding for central votes.

**Government‑wide funds central votes related to TBS planned spending**
Vote	Name	Description
5	Government contingencies	Provides departments with temporary advances for urgent or unforeseen expenditures between parliamentary supply periods
10	Government‑wide initiatives	Supports the implementation of strategic management initiatives across the federal public service
15	Compensation adjustments	Provides funding for adjustments made to terms and conditions of service or employment in the federal public administration as a result of collective bargaining
25	Operating budget carry‑forward	Allows departments to carry forward unused operating funds from the previous fiscal year of up to 5% of the gross operating budget in its Main Estimates
30	Paylist requirements	Covers the cost of meeting the government’s legal requirements as employer for items such as parental benefits and severance payments
35	Capital budget carry‑forward	Allows departments to carry forward unused capital funds from the previous fiscal year of up to 20% of its capital vote

Central vote funding is transferred from TBS to individual departments and agencies once specified criteria are met. Any unused balance from these central votes is returned to the fiscal framework at the end of the year and represents the majority of TBS’s annual year-end lapse.

From 2022–23 to 2023–24, planned spending is expected to increase by $1,077.2 million mainly due to:

insufficient authorities related to organizations’ anticipated carry‑forward limits for:
- Vote 25, Operating Budget Carry‑Forward
- Vote 35, Capital Budget Carry‑Forward
additional funding for public service insurance plans and for Royal Canadian Mounted Police Life and Disability Insurance Plan related to Vote 20, Public Service Insurance

The increase in planned spending was partially offset by a decrease in funding for Vote 10, Government‑Wide Initiatives, to implement the Policy on COVID-19 Vaccination for the Core Public Administration Including the Royal Canadian Mounted Police.

Human resources

The “Human resources summary for core responsibilities and internal services” table presents the full‑time equivalents allocated to each of TBS’s core responsibilities and to internal services.

Human resources summary for core responsibilities and internal services

Core responsibilities and internal services	2020–21 actual full‑time equivalents	2021–22 actual full‑time equivalents	2022–23 planned full‑time equivalents	2022–23 actual full‑time equivalents	2023–24 planned full‑time equivalents	2024–25 planned full‑time equivalents
Spending oversight	292	284	302	289	305	303
Administrative leadership	771	754	612	913	627	582
Employer	545	606	566	654	459	449
Regulatory oversight	61	66	73	73	74	74
Subtotal	1,669	1,710	1,553	1,929	1,465	1,408
Internal services	661	659	649	669	658	659
Total	2,330	2,369	2,202	2,598	2,123	2,067

For 2020–21 to 2021–22, full‑time equivalents increased by 39. For details see the 2021–22 TBS Departmental Results Report.

For 2021–22 to 2022–23, full‑time equivalents increased by 229 mainly due to:

Phoenix stabilization and HR‑to‑Pay initiatives
governance and oversight of digital initiatives
financial management transformation
advancing public service job classification
Access to Information Act review and action plan
pay equity administration and machinery

For 2022–23, actual full‑time equivalents exceeded the planned amount by 396 across the core responsibilities mainly due to the following:

administrative leadership core responsibility full‑time equivalents increased by 301 mainly attributable to:
- the delivery of digital government initiatives
- financial management transformation
- digital service delivery
- Phoenix stabilization and HR-to-Pay initiatives
employer core responsibility full‑time equivalents increased by 88 mainly attributable to the management of compensation and collective bargaining as well as the Workplace Policies and Services program
internal services core responsibility full‑time equivalents increased by 20 mainly attributable to an increase in the Human Resources Management Services and Communications programs:
- the increase in full‑time equivalents in internal services was supported by additional funding for the governance and oversight of digital initiatives and funding for the development of a mental health fund for Black employees
the increases in actual full‑time equivalents for 2022–23 were partially offset by:
- a decrease of 13 full‑time equivalents in the spending oversight core responsibility due to employee vacancies in the Oversight and Treasury Board Support program
- a decrease in the Management and Oversight Services Program due to minor vacancies in various divisions

From 2023–24 to 2024–25, full‑time equivalents are planned to decrease by 56. The explanation is the same as that provided in Figure 3 for 2022–23 to 2024–25, namely, the sunsetting of various programs subject to the renewal process.

Expenditures by vote

For information on TBS’s organizational voted and statutory expenditures, consult the Public Accounts of Canada.

Government of Canada spending and activities

Information on the alignment of TBS’s spending with Government of Canada’s spending and activities is available in GC InfoBase.

Financial statements and financial statements highlights

Financial statements

TBS’s financial statements (unaudited) for the year ended March 31, 2023, available on the departmental website.

Financial statement highlights

The highlights presented in this section are drawn from TBS’s financial statements. The financial statements were prepared using Government of Canada accounting policies, which are based on Canadian public sector accounting standards.

The figures provided in this section were prepared on an accrual basis; the figures in the other sections were prepared on an expenditure basis. The difference between the figures in the different sections is the result of accrual entries, such as the recognition of services provided without charge by other government departments, the acquisition of tangible capital assets and related amortization expenses, and accrued liability adjustments.

**Condensed Statement of Operations (unaudited) for the year ended March 31, 2023 (dollars)**
Financial information	2022–23 planned results^{table 8 note *}	2022–23 actual results	2021–22 actual results (restated)	Difference (2022–23 actual results minus 2022–23 planned results)	Difference (2022–23 actual results minus 2021–22 actual results)
Table 8 Notes Table 8 Note 1 The 2022–23 planned results information is provided in TBS’s Future-Oriented Statement of Operations (unaudited) for the year ending March 31, 2023. Return to table 8 note * referrer
Total expenses	3,591,762,316	4,293,635,538	11,096,782,773	701,873,222	(6,803,147,235)
Total revenues	17,155,868	53,570,312	16,881,564	36,414,444	36,688,748
Net cost of operations before government funding and transfers	3,574,606,448	4,240,065,226	11,079,901,209	665,458,778	(6,839,835,983)

TBS’s total expenses of $4,294 million consist of:

public service employer payments of $3,759 million in 2022–23 ($10,722 million in 2021–22) made as the employer for the core public administration, which include:
- employee and pensioner benefit plans
- provincial payroll taxes
- statutory payments related mostly to pensions
departmental program expenses of $535 million in 2022–23 ($375 million in 2021–22)

The $6,803‑million or 61.3% decrease in total expenses from 2021–22 to 2022–23 is due to:

a $6,963‑million decrease in public service employer payments mainly due to a one‑time contribution of $7,805 million to the Public Service Pension Plan in 2021–22 to address an actuarial shortfall in accordance with the Actuarial Report (19th) on the Pension Plan for the Public Service of Canada as at 31 March 2020, which was partially offset by:
- a lump‑sum payment of $499 million in 2022–23 to address a shortfall and restore the financial health of the Royal Canadian Mounted Police Life and Disability Insurance Plan
- greater claims under the public service health and dental care plans, public service and Royal Canadian Mounted Police disability insurance premiums and provincial payroll taxes in 2022–23
a $160‑million increase in departmental program expenses mainly from:
- a write‑off of an asset under construction of $51.8 million
- payments of claims against the Crown of $20.3 million
- retroactive compensation adjustments for executives of $10.4 million
- greater spending on various initiatives, such as:
  - transferring the administration of the SAP contract for the Government of Canada from Public Services and Procurement Canada to TBS
  - improving the governance and oversight of digital initiatives and digital service delivery to Canadians
  - delivering the Access to Information Review: Report to Parliament and key actions on access to information
  - advancing key human resource projects for the public service, including job classification for the core public administration and proactive pay equity

The difference of $702 million between planned and actual results for 2022–23 total expenses is due to:

a $564‑million difference in public service employer payments mainly from a lump‑sum payment of $499 million under the Royal Canadian Mounted Police Life and Disability Insurance Plan
a $138‑million difference in departmental program expenses mainly due to:
- a write‑off of an asset under construction
- additional funding received for the payment of claims against the Crown and various initiatives as mentioned above

TBS’s total revenues consist mainly of recovered costs that TBS incurred for the:

administration of the Public Service Pension Plan
provision of services to other government departments related to:
- the administration of the government-wide contract for SAP software
- shared financial and human resources management systems, accounting, and mail services

The increase of $36.7 million in total revenues from 2021–22 to 2022–23 and the difference of $36.4 million between planned and actual results for 2022–23 total revenues are both mainly due to the recovery of:

costs attributable to the transfer of the administration of the government-wide SAP contract from Public Services and Procurement Canada to TBS
additional costs incurred for the provision of internal support services

**Condensed Statement of Financial Position (unaudited) as of March 31, 2023 (dollars)**
Financial information	2022–23	2021–22 (restated)	Difference (2022–23 minus 2021–22)
Total net financial assets	628,582,899	515,525,787	113,057,112
Total liabilities	627,110,273	505,598,039	121,512,234
Departmental net financial assets	1,472,626	9,927,748	(8,455,122)
Total non-financial assets	47,786,924	101,154,788	(53,367,864)
Departmental net financial position	49,259,550	101,082,536	(61,822,986)

TBS’s assets consist mainly of accounts receivable from other government departments to pay for their share of employer contributions to employee benefit plans, as well as amounts due from the Consolidated Revenue Fund that may be disbursed without further charges to TBS’s authorities. The increase of $113 million in total net financial assets from 2021–22 to 2022–23 is mostly the result of an increase in accounts receivable from other government departments related to their share of employer contributions to employee benefit plans.

TBS’s liabilities consist mainly of accounts payable to other government departments related to:

employer contributions to employee benefit plans
accrued employee claims for benefits under the public service health and dental care plans
amounts due to the Consolidated Revenue Fund for accounts receivable previously credited to TBS’s authorities

The increase of $122 million in total liabilities from 2021–22 to 2022–23 is mostly due to an increase in accounts payable to other government departments related to public service disability insurance premiums, provincial payroll taxes and employer contributions to employee benefit plans.

The departmental net financial position has decreased by $61.8 million from 2021–22 to 2022–23 because of a $8.4‑million decrease in departmental net financial assets and a $53.4‑million decrease in total non‑financial assets.

Departmental net financial assets is the difference between total net financial assets and total liabilities and represents mainly accrued revenues to be credited to authorities in future years upon receipt, partially offset by accrued liabilities to be paid from authorities in future years as they become due. The decrease of $8.4 million from 2021–22 to 2022–23 stems mainly from increases in accrued employee claims for benefits under the public service health and dental care plans.

TBS’s non‑financial assets consist mainly of tangible capital assets. The decrease of $53.4 million from 2021–22 to 2022–23 is mostly attributable to the write-off of an asset under construction in 2022–23.

Corporate information

In this section

Organizational profile

Appropriate minister[s]: The Honourable Anita Anand, President of the Treasury Board

Institutional head: Graham Flack, Secretary of the Treasury Board

Ministerial portfolio: The Treasury Board portfolio consists of TBS and the Canada School of Public Service, as well as the following organizations which operate at arm’s length and report to Parliament through the President of the Treasury Board: the Public Sector Pension Investment Board, the Office of the Commissioner of Lobbying of Canada, and the Office of the Public Sector Integrity Commissioner of Canada.

Enabling instrument[s]: The Financial Administration Act is the act that establishes the Treasury Board itself and gives it powers with respect to the financial, personnel and administrative management of the public service, and the financial requirements of Crown corporations.

Year of incorporation / commencement: 1966

Raison d’être, mandate and role: who we are and what we do

“Raison d’être, mandate and role: who we are and what we do” is available in the Treasury Board of Canada Secretariat mandate.

For more information on the department’s organizational mandate letter commitments, see the President of Treasury Board’s mandate letter.

Operating context

Information on the operating context is available on TBS’s website.

Reporting framework

TBS’s departmental results framework and program inventory of record for 2022–23 are shown below.

Core Responsibility 1: spending oversight

Departmental Results Framework

Departmental Result	Indicator
Proposals to the Treasury Board contain information that helps ministers make decisions	Percentage of Treasury Board submissions for complex projects or programs that transparently disclose financial risk
Government organizations measure, evaluate and report on their performance	Percentage of government programs that have suitable measures for tracking performance and informing decision-making

Program inventory

Oversight and Treasury Board Support
Expenditure Data, Analysis, Results and Reviews
Government-Wide Funds

Core Responsibility 2: administrative leadership

Departmental Results Framework

Departmental Result	Indicator
Government service delivery is digitally enabled and meets the needs of Canadians	Degree to which clients are satisfied with the delivery of Government of Canada services, expressed as a score from 1 to 100
	Percentage of high volume Government of Canada services that meet service standards
	Percentage of high volume Government of Canada services that are fully available online
	Usage of high-volume Government of Canada online services, measured as a percentage of all service delivery channels, including in-person and telephone
	Percentage of Government of Canada websites that provide digital services to citizens securely
	Degree to which Canadians are successful in completing tasks on Government of Canada websites
Canadians have timely access to government information	Number of new datasets available to the public
	Percentage of institutions that respond to 90% or more of access to information requests within legislated timelines
	Percentage of institutions that respond to 90% or more of personal information requests within legislated timelines
Government has good asset and financial management practices	Percentage of key financial management processes for which a system of internal controls has been established and that have reached the continuous monitoring stage
	Percentage of departments that maintain and manage their assets over their life cycle
Government demonstrates leadership in making its operations low carbon	The level of overall Government of Canada greenhouse gas emissions

Program inventory

Financial Management Policies and Initiatives
Digital Comptrollership Program
Digital Strategy, Planning, and Oversight
Management Accountability Framework
Canadian Digital Service
Public Service Accessibility
Acquired Services and Assets Policies and Initiatives
Internal Audit Policies and Initiatives
Digital Policy
Communications and Federal Identity Policies and Initiatives
Greening Government Operations

Core Responsibility 3: employer

Departmental Results Framework

Departmental Result	Indicator
Public service attracts and retains a skilled and diverse workforce	Percentage of institutions where communications in designated bilingual offices “nearly always” occur in the official language chosen by the public
	Percentage of executive employees (compared with workforce availability) who are members of a visible minority group
	Percentage of executive employees (compared with workforce availability) who are women
	Percentage of executive employees (compared with workforce availability) who are Indigenous persons
	Percentage of executive employees (compared with workforce availability) who are persons with a disability
The workplace is healthy, safe and inclusive	Percentage of employees who believe their workplace is psychologically healthy
	Percentage of employees who indicate that they have been the victim of harassment on the job in the past 12 months
	Percentage of employees who indicate that they have been the victim of discrimination on the job in the past 12 months
	Percentage of employees who indicate that their organization respects individual differences (for example, culture, work styles and ideas)
Terms and conditions of employment are fairly negotiated	Percentage of Federal Public Service Labour Relations and Employment Board outcomes that confirm that the Government of Canada is bargaining in good faith

Program inventory

Executive and Leadership Development
Employee Relations and Total Compensation
People Management Systems and Processes
Public Service Employer Payments
Workplace Policies and Services
Research, Planning and Renewal

Core responsibility 4 : regulatory oversight

Departmental Results Framework

Departmental result	Indicator
The federal regulatory system protects and advances the public interest, including sustainable economic growth	Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) for stakeholder engagement
	Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) on regulatory impact assessment
	Ranking of Canada’s regulatory system by the Organisation for Economic Co operation and Development (OECD) for ex-post evaluation

Program inventory

Regulatory Policy, Oversight, and Cooperation

Supporting information on the program inventory

Financial, human resources and performance information for TBS’s program inventory is available in GC InfoBase.

Supplementary information tables

The following supplementary information tables are available on TBS’s website:

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Organizational contact information

Mailing address:
Treasury Board of Canada Secretariat
90 Elgin Street
Ottawa ON K1A 0R5 Canada

Telephone: 613-369-3200

Email: questions@tbs-sct.gc.ca

Website(s): https://www.canada.ca/en/treasury-board-secretariat.html

Appendix: definitions

appropriation (crédit): Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires): Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle): An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in 1 or more related departmental results that the department seeks to contribute to or influence.
departmental plan (plan ministériel): A report on the plans and expected performance of an appropriated department over a 3‑year period. Departmental Plans are usually tabled in Parliament each spring.
departmental priority (priorité): A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
departmental result (résultat ministériel): A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program‑level outcomes.
departmental result indicator (indicateur de résultat ministériel): A quantitative measure of progress on a departmental result.
departmental results framework (cadre ministériel des résultats): A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
departmental results report (rapport sur les résultats ministériels): A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
full‑time equivalent (équivalent temps plein): A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. For a particular position, the full‑time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
gender‑based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus]): An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives; and understand how factors such as sex, race, national and ethnic origin, Indigenous origin or identity, age, sexual orientation, socio‑economic conditions, geography, culture and disability, impact experiences and outcomes, and can affect access to and experience of government programs.
government‑wide priorities (priorités pangouvernementales): For the purpose of the 2022–23 Departmental Results Report, government‑wide priorities are the high‑level themes outlining the government’s agenda in the November 23, 2021, Speech from the Throne (Building a resilient economy: a cleaner & healthier future for our kids) (Building a resilient economy: a cleaner & healthier future for our kids): building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation; and fighting for a secure, just and equitable world.
horizontal initiative (initiative horizontale): An initiative where 2 or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business (enterprise autochtone): For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, an organization that meets the definition and requirements as defined by the Indigenous Business Directory.
non‑budgetary expenditures (dépenses non budgétaires): Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement): What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement): A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement): The process of communicating evidence‑based performance information. Performance reporting supports decision-making, accountability and transparency.
plan (plan): The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
planned spending (dépenses prévues): For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme): Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes): Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
result (résultat): A consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives): Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible): A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées): Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.

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Date modified:: 2023-11-14

2022–23 Departmental Results Report - Treasury Board of Canada Secretariat

On this page

President’s Message Departmental Results Report 2022–23

Results at a glance

Treasury Board of Canada Secretariat role

Highlights

Results

Results: what we achieved

Core responsibilities

Spending oversight

Description

Results

Ensuring that programs align with government priorities

1. Supporting decision‑making by the Treasury Board

2. Setting the strategic direction for measuring, evaluating, and reporting on spending and performance

Gender‑based analysis plus

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

Results achieved

Budgetary financial resources (dollars)

Human resources (full‑time equivalents)

Administrative leadership

Description

Results

1. Leading digital government transformation

a. Excellence in technology and operations

b. Data‑enabled digital services and programs

c. Action-ready digital strategy and policy

d. Structural evolution in funding, talent and culture

2. Setting the strategic direction for the management of assets and finances

a. Procurement, real property, project management and materiel

b. Financial management

c. Internal audit

3. Leading the greening of government operations

Gender‑based analysis plus

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

United Nations Sustainable Development Goal 12: ensure sustainable consumption and production patterns

United Nations Sustainable Development Goal 13: take urgent action to combat climate change and its impacts

United Nations Sustainable Development Goal 17: strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development

Innovation

Results achieved

Table 4 Notes

Budgetary financial resources (dollars)

Human resources (full‑time equivalents)

Employer

Description

Results

1. Supporting health and safety

a. COVID‑19

b. Mental health

c. Health plan

d. Workplace harassment and violence prevention

2. Creating a diverse, equitable and inclusive workforce

a. Diversity and inclusion

b. Equity

c. Accessibility

3. Promoting official languages

4. Bargaining in good faith

5. Resolving pay issues

6. Strengthening and modernizing the public service

Gender-based analysis plus

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

United Nations Sustainable Development Goal 5: achieve gender equality and empower all women and girls

United Nations Sustainable Development Goal 10: reduce inequalities within and among countries

Innovation

Results achieved

Table 5 Notes

Budgetary financial resources (dollars)

Human resources (full‑time equivalents)

Regulatory oversight

Description

Results

1. Develop and oversee policies to promote good regulatory practices

2. Review proposed regulations to ensure they adhere to the requirements of government policy

3. Advance regulatory cooperation across jurisdictions

Gender-based analysis plus

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

Innovation

Results achieved

Table 6 Notes

Budgetary financial resources (dollars)

President’s Message
Departmental Results Report 2022–23