Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Treasury Board of Canada Secretariat - 2012–13 Departmental Performance Report


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Organizational Priorities

In its 2012–13 Report on Plans and Priorities, the Secretariat established four organizational priorities that contribute to its strategic outcome, “Government is well managed and accountable, and resources are allocated to achieve results.”

The results achieved under each priority are briefly summarized below. Further information on these results can be found in the Performance Analysis and Lessons Learned section of each of the Secretariat’s programs in Analysis of Programs and Sub-Programs by Strategic Outcome.

Priority 1: Support the government in ensuring value for money
Type Strategic Outcome(s) and/or Program(s)
Ongoing

Expenditure Management

Financial Management

Summary of Progress

The Secretariat followed through on plans identified in its 2012–13 Report on Plans and Priorities to support this priority. The Secretariat, for example:

  • Supported the government in implementing the results of savings measures;
  • Oversaw the implementation of government cost-containment measures; and
  • Enabled deputy heads to implement improvements to financial systems and reporting, and build capacity in the financial management community.

Efforts in this area contributed to the government’s management agenda by ensuring value for money in government programs, services and operations.

This priority contributed to the Secretariat’s strategic outcome by ensuring that government resources are effectively allocated to achieve results.

More details on related initiatives and results achieved in support of this priority can be found in the Performance Results section under Program 1.3: Expenditure Management and Program 1.4: Financial Management.



Priority 2: Advance initiatives to modernize government operations
Type Strategic Outcome(s) and/or Program(s)
Ongoing

Management Frameworks

Summary of Progress

The Secretariat moved forward on a number of plans identified in its 2012–13 Report on Plans and Priorities to support this priority. The Secretariat, for example:

  • Implemented initiatives in support of Open Government, including the release of Canada's Action Plan on Open Government;
  • Pursued a risk-based approach to government oversight and reduced the administrative reporting burden, including the administrative burden on businesses that is associated with regulatory compliance and reporting; and
  • Supported the government's efforts to consolidate internal and external services, and standardize government business processes.

Results achieved in support of this priority increased the overall efficiency and effectiveness of government operations, and responded to the evolving expectations of Canadians.

This priority contributed to the Secretariat's strategic outcome by enabling well-managed and accountable government.

More details on related initiatives and results achieved in support of this priority can be found in the Performance Results section under Program 1.1: Management Frameworks.



Priority 3: Enable a modern and sustainable approach to people management
Type Strategic Outcome(s) and/or Program(s)
Ongoing

People Management

Expenditure Management

Summary of Progress

The Secretariat achieved significant progress on plans identified in its 2012–13 Report on Plans and Priorities to address this priority. The Secretariat, for example:

  • Enhanced public service–wide workforce planning and performance;
  • Developed a comprehensive approach to compensation; and
  • Continued to renew the Treasury Board’s people management policies.

The Secretariat supported Economic Action Plan 2012 initiatives by working collaboratively with deputy heads to implement an integrated, long-term view of workforce planning and performance across government.

This priority contributed to well-managed and accountable government by advancing a modern and efficient approach to human resources management across the core public administration.

More details on related initiatives and results achieved in support of this priority can be found in the Performance Results section under Program 1.2: People Management and Program 1.3: Expenditure Management.



Priority 4: Pursue greater efficiency and effectiveness within the Secretariat
Type Strategic Outcome(s) and/or Program(s)
Ongoing

Internal Services

Summary of Progress

The Secretariat made progress on plans identified in its 2012–13 Report on Plans and Priorities to pursue greater efficiency and effectiveness within the Secretariat. The Secretariat, for example:

  • Pursued initiatives to increase operational efficiency, including working with Shared Services Canada; and
  • Implemented the long-term accommodation plan and advanced the Workspace Renewal Initiative.

This priority contributed to the Secretariat's strategic outcome by ensuring that its human and financial resources and internal processes are optimized to support key results across all its programs.

More details on related initiatives and results achieved in support of this priority can be found in the Performance Results section under Program 1.6: Internal Services.