Program directory · Treasury Board of Canada Secretariat
Financial Management Policies and Initiatives
- Department
- Treasury Board of Canada Secretariat
- Program code
- BXB01 (TBC)
- Core responsibility
- Administrative Leadership
- In Departmental Plans
- 2018-19 – 2022-23 · Appeared and later dropped
What it does
The Financial Management Policies and Initiatives program plays a lead role in supporting the commitment of the Office of the Comptroller General (OCG) to strengthening financial management, oversight, and reporting within the Government of Canada. The program leads efforts to ensure the availability of appropriate frameworks, policies, and guidance on financial management across the federal public service and is responsible for ensuring the use of appropriate accounting standards for timely, complete, and accurate financial reporting across government. The Financial Management Policies and Initiative program also strengthens the professional capacity of the financial management community throughout the public service through a range of capacity building initiatives.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2017-18. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Financial Management Policies and Initiatives | This program | 2017-18 – 2024-25 | $183M |
| Comptrollership Program | Later program (name match, low confidence) | 2023-24 – 2028-29 | $111M |
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Employees (FTEs) 103, against 263 in 2018-19 (−61%). | FTEs (GC InfoBase) |
| 2019-20 | Indicators added: Degree to which Treasury Board submissions transparently disclose financial risk | Departmental Results Framework (GC InfoBase) |
| 2019-20 | Indicators dropped: % of departments that effectively maintain and manage their assets over their lifecycle; % of departments that have assessed all internal controls over financial reporting in high risk areas and annually realign, implement and monitor systems on internal control; % of electric/zero-emission vehicles deployed in the federal fleet; % of Government’s energy that is sourced from clean energy; The level of overall government greenhouse gas emissions | Departmental Results Framework (GC InfoBase) |
| 2019-20 | Renamed from “Comptrollership Policies and Initiatives” to “Financial Management Policies and Initiatives”. | GC InfoBase program names by year |
| 2019-20 | Spending $16.4M, against $52.3M in 2018-19 (−69%). | Actual spending (GC InfoBase) |
| 2021-22 | Indicators added: Percentage of Treasury Board submissions for complex projects or programs that transparently disclose financial risk | Departmental Results Framework (GC InfoBase) |
| 2021-22 | Indicators dropped: Degree to which Treasury Board submissions transparently disclose financial risk | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Planned employees (FTEs) 86, against 120 in 2022-23 (−28%). | FTEs (GC InfoBase) |
| 2023-24 | Appears to be replaced by Comptrollership Program | Canada Spends name match across plans (an inference) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 75% | 2023 | 79% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 100% | 2019 | 97% By 2017–18, 97% of assessed departments had tested their internal controls over financial reporting and had plans to implement ongoing monitoring of the controls. This percentage represented all assessed departments except for one. TBS will continue to review the remaining department’s progress until it starts ongoing monitoring. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 100% | 2019 | 66% Executive vehicles: As of 2018-19, 100% of government purchases of executive vehicles must be hybrid or zero-emission vehicles (ZEVs). The actual result of 66% refers to the percentage of executive vehicles that were hybrid or ZEVs, as of March 2019. The federal standing offer for Executive vehicles now only includes hybrid or electric options. As a result, the 100% target will be achieved as exe… | Not met |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | s.o. | 2019 | 85.4% No target was set for 2018–19 as baseline data was being collected. In 2018-19, the Government of Canada consumed 2,690 Gigawatt Hours (GWh) worth of electricity. Of this, 2,157 GWh came from electricity generation producing very low greenhouse gas emissions. As well, the Government of Canada purchased 141.3 GWh of renewable energy certificates to displace some electricity use from non-renewable… | No result reported |
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2017-18 | — | $59.4M |
| 2018-19 | $29.8M | $52.3M |
| 2019-20 | $18.9M | $16.4M |
| 2020-21 | $16.3M | $17.7M |
| 2021-22 | $15.1M | $17.7M |
| 2022-23 | $18.7M | $19.7M |
| 2023-24 | $15.8M* | — |
| 2024-25 | $15.2M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2017-18 | 253 | 281 |
| 2018-19 | 224 | 263 |
| 2019-20 | 86 | 103 |
| 2020-21 | 86 | 109 |
| 2021-22 | 86 | 117 |
| 2022-23 | 105 | 120 |
| 2023-24 | 86* | — |
| 2024-25 | 86* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 |
|---|---|---|---|---|---|---|---|
| 2018-19 plan | $29,755,761 | $29,754,000 | $29,553,957 | ||||
| 2019-20 plan | $18,865,474 | $18,346,011 | $18,361,024 | ||||
| 2020-21 plan | $16,278,246 | $14,900,730 | $14,971,674 | ||||
| 2021-22 plan | $15,122,300 | $15,194,366 | $15,194,365 | ||||
| 2022-23 plan | $18,708,197 | $15,805,264 | $15,173,304 | ||||
| Actual | $52,336,703 | $16,353,481 | $17,734,344 | $17,699,015 | $19,725,946 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
