Okay.
At the level of a program, you have the same welcome mat; you can see what's going on with this particular program. Going on, you have authorities and expenditures and you have a nice pie chart that says, this is the kind of program this is: it is a program that spends most of its money on personnel; on acquisition of land, buildings, and works, which makes sense for Canada; on professional and special services; and then on all the other spending objects. It's just an extra level of detail so that someone can understand what exactly is going on in this program.
Jumping up to the top, we're going to jump back to the level of the Government of Canada and are going to look at people management data.
This is something nice, because we added a bunch of employment equity data recently so that someone can get an even more detailed sense of what's going on with a particular department.
At the level of the Government of Canada, you can see a five-year history of the head count for the federal public service; you can see a nice dynamic map that shows all federal employees; if you mouse over a particular province, such as British Columbia, you can get a five-year history of the head count within that province.
I'm going to jump back up. Let's pick Canadian Heritage. Here you can start seeing some interesting stuff. Again, you can see Heritage in terms of head count compared with the rest of the government—a five-year-history head count for Heritage. You can see where Heritage employees are distributed across the country: the majority are in the NCR; there are 39 in British Columbia. That head count hasn't changed too much over the past five years.
What's interesting here is that now you can look at demographic trends for Heritage Canada. If you want to see what has been going on with the age composition of this department, you can see that there has been a slight increase in the number of employees aged 29 or less. You can also then go over to average age and see how Heritage Canada compares with the rest of government in terms of average age. Some departments skew older, some skew younger. It's interesting contextual data to understand the department.
You can also see the composition of the EX cadres. You can see what the different levels are for EXs who are managing this department. If you want, you can click on the non-EX box and see what the ratio is between employees and management for that particular department.
We have first official languages. You can see that for 60% of employees in Heritage Canada, French is their official language, and English is the inverse, at 40%.
You can also see the gender distribution: 66% of employees are women, and 33% are men.
Moving over to results—and we'll go back to the level of the whole government again—you see our terms and definitions and stuff like that. We have our promise that departmental plans from 2018-19 are going to be updated here as soon as we can finish processing all of the data. This is a transition year between the old policy and the new policy, so things are moving a little more slowly than normal.
The first thing we show you is a handy-dandy summary in which we break out results in two categories. This is data as of the departmental reports that were tabled in the fall. You see that as of the fall, the larger chunk of indicators tells you whether results were achieved that were due at the end of that fiscal year; the smaller one, underneath, is for results that have a longer target. You can see where attention is required. In some cases, they've decided the indicator is no longer necessary, or their information isn't there.
Below that, you have the largest departments, in terms of indicators. If you look at Canada Revenue Agency, you can get a mini-report card just for Canada Revenue Agency. Underneath, we have an interactive way of exploring data within the results data. This tool is in an awkward, adolescent phase right now, because we still have data as of the old policy—those are part of the departmental reports that were tabled in the fall—and we have planning information under the new policy. We're having to bridge the two policies.
You'll see here reference still to the idea of “sub” and “sub-subs”, because that was under the old policy. What this allows you to do is explore and look at all the programs, the subprograms, and the results. If you're someone who is very positive in nature, you can actually click on a filter to indicate that you only want to look at programs in which the result is being achieved. If you don't share that other person's rosy view of the world, you can change and just look at areas in which attention is required.
I'll pick, for example, the subprogram “Service Complaints“ to show you what you can do.
If we open that up, you can see the result they're trying to achieve is that taxpayers receive a timely resolution to their service complaints. You can see that they were targeting 80% and that they met it. They actually achieved 83% in terms of percentage of taxpayer service complaints resolved within 30 business days.
Just to show you the through line, if we move over to “Planned Data”, so if we change the tab, this is “Planning”. There's no actual results information in here. You can see that under “Tax”, you still have “Service Complaints” as a program, and you can see they're still seeking to receive the same result, and they continue to target 80%.
That will be reported in the fall, when those reports are tabled.
So this gives you a flavour of not only the financial people management but the results data. I'm going to go back out to the main section. How am I doing on time?