Treasury Board of Canada Secretariat
Results and programs. GC InfoBase reports 46 programs of this department, in its Departmental Plans or its actual spending; 19 are current (in the latest plan or, for a program in no plan, with actual spending in the latest year).
- Actual spending, 2024-25
- $15.4B
- Planned, 2025-26 (latest plan)
- $9.82B
- Core responsibilities with indicators
- 4
Spending and employees
Totals of the department's programs: actual spending where reported, then the latest plan.
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2010-11 | — | $2.25B |
| 2011-12 | — | $2.5B |
| 2012-13 | — | $2.76B |
| 2013-14 | — | $2.89B |
| 2014-15 | — | $3.22B |
| 2015-16 | — | $4.13B |
| 2016-17 | — | $3.06B |
| 2017-18 | — | $3.81B |
| 2018-19 | — | $16.8B |
| 2019-20 | — | $7.06B |
| 2020-21 | — | $6.82B |
| 2021-22 | — | $14.7B |
| 2022-23 | — | $8.47B |
| 2023-24 | — | $8.59B |
| 2024-25 | — | $15.4B |
| 2025-26 | $9.82B* | — |
| 2026-27 | $11.8B* | — |
| 2027-28 | $11.7B* | — |
| 2028-29 | $10.7B* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2011-12 | — | 2,122 |
| 2012-13 | — | 1,913 |
| 2013-14 | — | 1,834 |
| 2014-15 | — | 1,834 |
| 2015-16 | — | 1,807 |
| 2016-17 | — | 1,922 |
| 2017-18 | — | 1,971 |
| 2018-19 | — | 2,111 |
| 2019-20 | — | 2,359 |
| 2020-21 | — | 2,365 |
| 2021-22 | — | 2,369 |
| 2022-23 | — | 2,598 |
| 2023-24 | — | 3,417 |
| 2024-25 | — | 3,355 |
| 2025-26 | 2,309* | — |
| 2026-27 | 2,231* | — |
| 2027-28 | 2,219* | — |
| 2028-29 | 2,028* | — |
Results at a glance
How many indicators met their target each year, as reported in the Departmental Results Reports. Source: GC InfoBase.
Core responsibility indicators
| Report year | Met | Not met | No result reported | Not yet due | Share met (of met and not met) |
|---|---|---|---|---|---|
| 2018-19 | 8 | 6 | 2 | 21 | 57% |
| 2019-20 | 12 | 10 | 4 | 5 | 55% |
| 2020-21 | 12 | 7 | 2 | 7 | 63% |
| 2021-22 | 13 | 2 | 3 | 11 | 87% |
| 2022-23 | 8 | 7 | 1 | 11 | 53% |
| 2023-24 | 3 | 6 | 1 | 3 | 33% |
| 2024-25 | 5 | 7 | 0 | 0 | 42% |
Program indicators
| Report year | Met | Not met | No result reported | Not yet due | Share met (of met and not met) |
|---|---|---|---|---|---|
| 2018-19 | 17 | 11 | 10 | 22 | 61% |
| 2019-20 | 17 | 14 | 7 | 6 | 55% |
| 2020-21 | 20 | 8 | 5 | 6 | 71% |
| 2021-22 | 18 | 4 | 11 | 6 | 82% |
| 2022-23 | 21 | 9 | 1 | 7 | 70% |
| 2023-24 | 11 | 6 | 7 | 3 | 65% |
| 2024-25 | 11 | 4 | 5 | 4 | 73% |
Results by core responsibility
Spending Oversight (10 indicators)
Historical: targets against results
Percentage of government programs that have suitable measures for tracking performance and informing decision making
2024-25Target: ≥ 90% (2025)Result: 91%Met
Percentage of Treasury Board submissions for complex projects or programs that transparently disclose financial risk
2022-23Target: ≥ 75% (2023)Result: 79%Met
Degree to which GC InfoBase users found the spending information useful (on a scale of 1 to 5)
2020-21Target: ≥ 3.5 (2021)Result: 3.9Met
Degree to which visitors to online departmental planning and reporting documents found the information useful (on a scale of 1 to 5)
2020-21Target: ≥ 3.5 (2021)Result: 3.3Not met
Percentage of Budget initiatives included in the next available Estimates
2019-20Target: 100% – 100% (2019)Result: 100%Met
Percentage of departmental results indicators for which targets are achieved
2019-20Target: 70% – 80% (2020)Result: 71%Met
Current: the 2026-27 plan's targets
Availability of actual reported data and targets for departmental indicators (Indexed Score)
2026-27Target: ≥ 91% (2027)Result: —Planned
Ministers feel equipped to participate effectively in deliberations at Cabinet and its committees
2026-27Target: ≥ 80% (2027)Result: —Planned
Percentage of Programs covered by evaluation in the past five years
2026-27Target: ≥ 65% (2027)Result: —Planned
Future goals: targets due after 2026-27
No targets with a later due date.
Administrative Leadership (25 indicators)
Historical: targets against results
Percentage of Government of Canada business applications assessed as healthy
2024-25Target: ≥ 40% (2025)Result: 38%Not met
Percentage of Government of Canada high-volume services that meet service standards
2024-25Target: ≥ 80% (2025)Result: 52%Not met
Percentage of key financial management processes for which a system of internal controls is at the continuous monitoring stage
2024-25Target: ≥ 100% (2025)Result: 94%Not met
Degree to which clients complete high-volume tasks on Government of Canada websites
2023-24Target: ≥ 80% (2024)Result: —No result reported
Degree to which Canadians are successful in completing tasks on Government of Canada websites
2022-23Target: ≥ 70% (2023)Result: 48%Not met
Degree to which clients are satisfied with the delivery of Government of Canada services, expressed as a score from 1 to 100
2022-23Target: ≥ 60 (2023)Result: 63Met
Number of new datasets available to the public
2022-23Target: ≥ 1,000 (2023)Result: 1,684Met
Percentage of departments that maintain and manage their assets over their lifecycle
2022-23Target: ≥ 60% (2023)Result: 69%Met
Percentage of Government of Canada websites delivering digital services to citizens securely
2020-21Target: 100% – 100% (2021)Result: 69%Not met
Percentage of institutions that respond to 90% or more of access to information requests within legislated timelines
2021-22Target: ≥ 90% (2022)Result: 42%Not met
Percentage of institutions that respond to 90% or more of personal information requests within legislated timelines
2021-22Target: ≥ 85% (2022)Result: 62%Not met
Percentage of departments that continuously monitor and improve their internal financial controls
2020-21Target: ≥ 97% (2021)Result: 100%Met
Percentage of Government of Canada priority services available online
2020-21Target: ≥ 80% (2021)Result: 72%Not met
Percentage of priority services that meet service standards
2020-21Target: ≥ 80% (2021)Result: 69%Not met
Percentage 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
2019-20Target: ≥ 97% (2020)Result: 97%Met
% of information technology systems that are managing cyber risks effectively
2018-19Target: ≥ 100% (2019)Result: 94%Not met
Degree to which departments are satisfied with the health of government's Information Technology, expressed as a percentage
2018-19Target: Year-over-year improvement (2019)Result: 59 %Met
Current: the 2026-27 plan's targets
Percentage of Government of Canada business applications assessed as healthy
2026-27Target: ≥ 39% (2027)Result: —Planned
Percentage of key financial management processes that are consistently monitored as part of a fully matured internal control system
2026-27Target: ≥ 100% (2027)Result: —Planned
Percentage of services standards met for Government of Canada services
2026-27Target: ≥ 80% (2027)Result: —Planned
Future goals: targets due after 2026-27
No targets with a later due date.
Employer (19 indicators)
Historical: targets against results
Percentage of employees who believe their workplace is psychologically healthy
2024-25Target: More than 68% (2025)Result: 59%Not met
Percentage of employees who indicate that their organization respects individual differences (e.g. culture, workstyles, ideas and abilities)
2024-25Target: ≥ 80% (2025)Result: 69%Not met
Percentage of employees who responded positively to “my department or agency implements activities and practices that support a diverse workforce”
2024-25Target: ≥ 75% (2025)Result: 76%Met
Percentage of Federal Public Sector Labour Relations and Employment Board (FPSLREB) outcomes that confirm that the Government of Canada is bargaining in good faith
2024-25Target: 100% – 100% (2025)Result: 100%Met
Percentage of institutions where communications with the public in designated bilingual offices occur in the official language of their choice
2024-25Target: ≥ 90% (2025)Result: 87%Not met
Percentage of employees who indicate that they have been the victim of discrimination on the job in the past 12 months
2022-23Target: Year-over-year decrease (2023)Result: 8%Not met
Percentage of employees who indicate that they have been the victim of harassment on the job in the past 12 months
2022-23Target: Year-over-year decrease (2023)Result: 11%Not met
Percentage of executive employees (compared with workforce availability) who are Indigenous persons†
2022-23Target: ≥ 5.1% (2023)Result: 4.9%Not met
Percentage of executive employees (compared with workforce availability) who are members of a visible minority group
2022-23Target: ≥ 10.6% (2023)Result: 14%Met
Percentage of executive employees (compared with workforce availability) who are persons with a disability
2022-23Target: ≥ 5.3% (2023)Result: 6.5%Met
Percentage of executive employees (compared with workforce availability) who are women
2022-23Target: ≥ 48% (2023)Result: 53.2%Met
Percentage of all employees who receive a sense of satisfaction from their work
2019-20Target: ≥ 77% (2020)Result: 76%Not met
Percentage of employees who indicate that the nature of harassment experience is a sexual comment or gesture
2019-20Target: Year-over-year decrease (2020)Result: 1.3%Met
Percentage of indeterminate hires that are under the age of 35
2019-20Target: ≥ 55% (2020)Result: 55%Met
% of eligible employees who meet performance objectives
2018-19Target: ≥ 95% (2019)Result: 95.6%Met
% of employees who believe that their organization does a good job of supporting employee career development
2018-19Target: Year-over-year improvement (2019)Result: 53%Not met
Current: the 2026-27 plan's targets
Percentage of employees who believe that their department or agency does a good job of promoting values and ethics in the workplace
2026-27Target: ≥ 72% (2027)Result: —Planned
Percentage of employees who believe their workplace is psychologically healthy
2026-27Target: More than 68% (2027)Result: —Planned
Percentage of employees who indicate that their organization respects individual differences (e.g. culture, workstyles, ideas and abilities)
2026-27Target: ≥ 80% (2027)Result: —Planned
Percentage of employees who responded positively to “my department or agency implements activities and practices that support a diverse workforce”
2026-27Target: ≥ 75% (2027)Result: —Planned
Percentage of Federal Public Sector Labour Relations and Employment Board (FPSLREB) outcomes that confirm that the Government of Canada is bargaining in good faith
2026-27Target: 100% – 100% (2027)Result: —Planned
Percentage of institutions where communications with the public in designated bilingual offices occur in the official language of their choice
2026-27Target: ≥ 90% (2027)Result: —Planned
Future goals: targets due after 2026-27
No targets with a later due date.
Regulatory Oversight (8 indicators)
Historical: targets against results
Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) for ex-post evaluation
2024-25Target: Canada to rank in the top 5 in the next issue of the report (2024)Result: 7thNot met
Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) for stakeholder engagement
2024-25Target: Canada to rank in the top 5 in the next issue of the report (2024)Result: 4thMet
Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) on Regulatory Impact Assessment
2024-25Target: Canada to rank in the top 5 in the next issue of the report (2024)Result: 4thMet
Number of federal regulatory programs that have a regulatory cooperation work plan.
2021-22Target: ≥ 39 (2022)Result: 42Met
Percentage of regulatory initiatives that report on early public consultation undertaken prior to first publication
2021-22Target: ≥ 95% (2022)Result: 96.8%Met
Percentage of regulatory proposals that have an appropriate impact assessment (for example, cost benefit analysis)
2021-22Target: ≥ 95% (2022)Result: 97.6%Met
Percentage of significant regulatory proposals (e.g., significant cost impact) that promote regulatory cooperation considerations, when relevant
2021-22Target: ≥ 95% (2022)Result: 100%Met
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
Future goals: targets due after 2026-27
Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) for ex-post evaluation
2026-27Target: Canada to rank in the top 5 in the next issue of the report (2028)Result: —Planned
Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) for stakeholder engagement
2026-27Target: Canada to rank in the top 5 in the next issue of the report (2028)Result: —Planned
Ranking of Canada’s regulatory system by the Organisation for Economic Co-operation and Development (OECD) on Regulatory Impact Assessment
2026-27Target: Canada to rank in the top 5 in the next issue of the report (2028)Result: —Planned
Internal Services (0 indicators)
No indicators reported for this core responsibility.
Programs
| Program | Core responsibility | Status | Latest plan, first year | Last actual | Indicators |
|---|---|---|---|---|---|
| Expenditure Data, Analysis, Results, and Reviews · BXA02 | Spending Oversight | New since an earlier plan | $6.4B 2026-27 | $20.6M 2024-25 | 14 |
| Public Service Employer Payments · BXC04 | Employer | New since an earlier plan | $5.03B 2026-27 | $10.7B 2024-25 | 1 |
| Employer Program · BXC08 | Employer | New since an earlier plan | $123M 2026-27 | $101M 2024-25 | 8 |
| Comptrollership Program · BXB12 | Administrative Leadership | New since an earlier plan | $67.9M 2026-27 | $57.5M 2024-25 | 4 |
| Digital Government Program · BXB13 | Administrative Leadership | New since an earlier plan | $59.6M 2026-27 | $55.1M 2024-25 | 4 |
| Management and Oversight Services · ISS01 | Internal Services | New since an earlier plan | $34.9M 2026-27 | $21.2M 2024-25 | 0 |
| Oversight and Treasury Board Support · BXA01 | Spending Oversight | New since an earlier plan | $27.4M 2026-27 | $26.4M 2024-25 | 4 |
| Human Resources Management Services · ISS04 | Internal Services | New since an earlier plan | $14M 2026-27 | $14.5M 2024-25 | 0 |
| Information Technology Services · ISS07 | Internal Services | New since an earlier plan | $12.3M 2026-27 | $24.9M 2024-25 | 0 |
| Communications Services · ISS02 | Internal Services | New since an earlier plan | $12M 2026-27 | $13.2M 2024-25 | 0 |
| Legal Services · ISS03 | Internal Services | New since an earlier plan | $11.7M 2026-27 | $11.6M 2024-25 | 0 |
| Financial Management Services · ISS05 | Internal Services | New since an earlier plan | $11.2M 2026-27 | $10.9M 2024-25 | 0 |
| Regulatory Policy, Oversight, and Cooperation · BXD01 | Regulatory Oversight | New since an earlier plan | $10.8M 2026-27 | $12.1M 2024-25 | 12 |
| Information Management Services · ISS06 | Internal Services | New since an earlier plan | $4.8M 2026-27 | $1.7M 2024-25 | 0 |
| Real Property Management Services · ISS08 | Internal Services | New since an earlier plan | $2.7M 2026-27 | $3.7M 2024-25 | 0 |
| Communications and Federal Identity Policies and Initiatives · BXB08 | Administrative Leadership | New since an earlier plan | $2.5M 2026-27 | $2.6M 2024-25 | 2 |
| Materiel Management Services · ISS09 | Internal Services | New since an earlier plan | $1.8M 2026-27 | $927K 2024-25 | 0 |
| Acquisition Management Services · ISS0Z | Internal Services | New since an earlier plan | $1.6M 2026-27 | $1.6M 2024-25 | 0 |
| Public Service Accessibility · BXB11 | Administrative Leadership | New since an earlier plan | $196K 2026-27 | $2.6M 2024-25 | 3 |
| Government-Wide Funds · BXA04 | Spending Oversight | Appeared and later dropped | $4.3B 2022-23 | — | 1 |
| Government-wide Funds and Public Service Employer Payments · BJV00 | Good governance and sound stewardship to enable efficient and effective service to Canadians. | Not in a Departmental Plan | — | $2.75B 2016-17 | 0 |
| People Management · BKH00 | Government is well managed and accountable, and resources are allocated to achieve results. | Not in a Departmental Plan | — | $129M 2014-15 | 0 |
| Government-wide Programs Design and Delivery · DAE00 | Good governance and sound stewardship to enable efficient and effective service to Canadians. | Not in a Departmental Plan | — | $127M 2016-17 | 0 |
| Internal Services · ISC00 | Internal Services | Not in a Departmental Plan | — | $73.4M 2016-17 | 0 |
| Management Policies Development and Monitoring · DAD00 | Good governance and sound stewardship to enable efficient and effective service to Canadians. | Not in a Departmental Plan | — | $70.8M 2016-17 | 0 |
| Management Frameworks · BKG00 | Government is well managed and accountable, and resources are allocated to achieve results. | Not in a Departmental Plan | — | $54.5M 2014-15 | 0 |
| Decision-Making Support and Oversight · DAC00 | Good governance and sound stewardship to enable efficient and effective service to Canadians. | Not in a Departmental Plan | — | $46.4M 2016-17 | 0 |
| Employee Relations and Total Compensation · BXC01 | Employer | Appeared and later dropped | $34.9M 2022-23 | $62M 2022-23 | 4 |
| Financial Management · BKJ00 | Government is well managed and accountable, and resources are allocated to achieve results. | Not in a Departmental Plan | — | $31.2M 2014-15 | 0 |
| Expenditure Management · BKI00 | Government is well managed and accountable, and resources are allocated to achieve results. | Not in a Departmental Plan | — | $30.4M 2014-15 | 0 |
| Digital Strategy, Planning, and Oversight · BXB03 | Administrative Leadership | Appeared and later dropped | $19.8M 2022-23 | $28M 2022-23 | 7 |
| Canadian Digital Service · BXB09 | Administrative Leadership | Appeared and later dropped | $19.5M 2023-24 | $4.8M 2023-24 | 3 |
| Financial Management Policies and Initiatives · BXB01 | Administrative Leadership | Appeared and later dropped | $18.7M 2022-23 | $19.7M 2022-23 | 7 |
| Workplace Policies and Services · BXC03 | Employer | Appeared and later dropped | $18.4M 2022-23 | $16.6M 2022-23 | 25 |
| People Management Systems and Processes · BXC06 | Employer | Appeared and later dropped | $17.8M 2022-23 | $13.5M 2022-23 | 2 |
| Digital Policy · BXB02 | Administrative Leadership | Appeared and later dropped | $14.2M 2022-23 | $23.3M 2022-23 | 10 |
| Acquired Services and Assets Policies and Initiatives · BXB05 | Administrative Leadership | Appeared and later dropped | $10.2M 2022-23 | $10.5M 2022-23 | 2 |
| Executive and Leadership Development · BXC05 | Employer | Appeared and later dropped | $10M 2022-23 | $12.2M 2022-23 | 2 |
| Greening Government Operations · BXB10 | Administrative Leadership | Appeared and later dropped | $9.4M 2022-23 | $2.6M 2022-23 | 1 |
| Research, Planning and Renewal · BXC07 | Employer | Appeared and later dropped | $9.1M 2022-23 | $10.7M 2022-23 | 1 |
| Digital Comptrollership Program · BXB06 | Administrative Leadership | Appeared and later dropped | $8.2M 2022-23 | $15.5M 2022-23 | 2 |
| Internal Audit Policies and Initiatives · BXB07 | Administrative Leadership | Appeared and later dropped | $6.6M 2022-23 | $7.8M 2022-23 | 1 |
| Pension and Benefits Management · BXC02 | Employer | Appeared and later dropped | $4.2M 2022-23 | $8.9M 2021-22 | 2 |
| Results and Performance Reporting Policies and Initiatives · BXA03 | Spending Oversight | Appeared and later dropped | $3.9M 2018-19 | $5.5M 2018-19 | 2 |
| Regulatory Cooperation · BXD02 | Regulatory Oversight | Appeared and later dropped | $1.6M 2018-19 | $4.3M 2018-19 | 2 |
| Management Accountability Framework · BXB04 | Administrative Leadership | Appeared and later dropped | $1.4M 2022-23 | $1.7M 2022-23 | 4 |
