Program directory · Treasury Board of Canada Secretariat
Digital Comptrollership Program
- Department
- Treasury Board of Canada Secretariat
- Program code
- BXB06 (TBC)
- Core responsibility
- Administrative Leadership
- In Departmental Plans
- 2019-20 – 2022-23 · Appeared and later dropped
What it does
The Digital Comptrollership Program is modernizing the financial and materiel management (FM) business model across the Government of Canada, to provide more timely access to reliable, consistent GC-wide information, and ensure that FM services better enable the delivery of programs for Canadians and remain cost effective and sustainable. The Program does so by designing standard, streamlined processes and common data structures, building modernized common systems to replace departmental platforms, helping managers, employees and financial and materiel management specialists to adopt new processes and systems, and aligning financial management systems investments with government priorities.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2019-20. 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 |
|---|---|---|---|
| Digital Comptrollership Program | This program | 2019-20 – 2024-25 | $73.9M |
| Comptrollership Program | Later program (name match, medium confidence) | 2023-24 – 2028-29 | $111M |
| Digital Government Program | Later program (name match, low confidence) | 2023-24 – 2028-29 | $108M |
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 |
|---|---|---|
| 2020-21 | Spending $23.9M, against $18.2M in 2019-20 (+31%). | Actual spending (GC InfoBase) |
| 2021-22 | Spending $16.3M, against $23.9M in 2020-21 (−32%). | Actual spending (GC InfoBase) |
| 2022-23 | Indicators dropped: Percentage of departments on Government of Canada Financial and Materiel Management (GCFM) Solution planned implementation, following standard financial and materiel management (FM) processes, chart of accounts, financial coding and master data | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Renamed from “Financial Management Transformation” to “Digital Comptrollership Program”. | GC InfoBase program names by year |
| 2023-24 | Planned employees (FTEs) 13, against 57 in 2022-23 (−77%). | FTEs (GC InfoBase) |
| 2023-24 | Planned spending $8M, against $15.5M in 2022-23 (−48%). | Latest Departmental Plan |
| 2023-24 | Appears to be split across: Comptrollership Program; Digital Government 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 |
|---|---|---|---|---|
| 2019-20 | ≥ 18% | 2020 | 5% While FMT did not onboard the planned departments, there were other rationalizations that have resulted in a small reduction of the number of departmental financial and materiel management systems (DFMS). | Not met |
| 2020-21 | ≥ 26% | 2021 | 12% Although the planned departments were not onboarded to the Government of Canada financial and materiel management solution, the number of DFMS was reduced by other means. | Not met |
| 2021-22 | ≥ 18% | 2022 | 16% The variance of 2 percentage points (18% versus 16%) is mostly explained by the addition of a departmental financial management system solution, resulting in six departments moving to an existing instance and one to the new S4/HANA Solution. | Not met |
| 2022-23 | ≥ 23% | 2023 | 23% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 33% | 2020 | 0% FMT was not able to onboard the planned departments as the go-live date of the Government of Canada Financial and Materiel Management (GCFM) solution was postponed to April 2021. This will have no negative change on scope. Despite the hard work over the last several months, there were too many unknowns related to COVID-19 to take such risk of an in-year implementation. Also, taking into considera… | Not met |
| 2020-21 | ≥ 61% | 2021 | 0% The COVID-19 pandemic and the implications of TBS and partner departments activating their business continuity plans delayed the GCFM project and pushed the launch date to June 2021. Although the planned departments were not onboarded, contingencies had been put in place to reduce the number of departmental financial and materiel management systems at the end of their life cycle. Also, based on l… | Not met |
| 2021-22 | ≥ 44% | 2022 | — As reported in 2020-21, the COVID-19 pandemic caused TBS to delay the roll-out of the GCFM pilot project and explore different ways of achieving the same goal of reducing the number of departmental financial and materiel management systems at the end of their life cycle. In 2021-22, 7 departments decided to pursue other solutions for modernizing their financial systems and TBS decided to end the… | 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 |
|---|---|---|
| 2019-20 | $8.7M | $18.2M |
| 2020-21 | $15.1M | $23.9M |
| 2021-22 | $15.7M | $16.3M |
| 2022-23 | $8.2M | $15.5M |
| 2023-24 | $8M* | — |
| 2024-25 | $8M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2019-20 | 51 | 66 |
| 2020-21 | 59 | 77 |
| 2021-22 | 61 | 56 |
| 2022-23 | 13 | 57 |
| 2023-24 | 13* | — |
| 2024-25 | 13* | — |
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 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 |
|---|---|---|---|---|---|---|
| 2019-20 plan | $8,679,472 | $8,225,633 | $8,216,036 | |||
| 2020-21 plan | $15,148,927 | $14,926,966 | $3,564,888 | |||
| 2021-22 plan | $15,709,524 | $3,578,412 | $3,578,412 | |||
| 2022-23 plan | $8,211,632 | $8,048,766 | $8,048,766 | |||
| Actual | $18,226,385 | $23,891,363 | $16,287,757 | $15,473,671 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
