2025–26 Departmental Results Report
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© His Majesty the King in Right of Canada, as represented by the Office of the Public Sector Integrity Commissioner of Canada, 2026, ISSN 2561-2158
At a glance
This departmental results report details the Office of the Public Sector Integrity Commissioner of Canada’s (the Office) actual accomplishments against the plans, priorities and expected results outlined in its 2025–26 Departmental Plan.
These results align with the priorities outlined in the May 21, 2025, mandate letter from the Prime Minister, as well as with the Office’s raison d’être, vision and values.
Key priorities
The Office identified the following key priorities for 2025–26:
- Timeliness and effectiveness
- Optimize internal procedures and resources, as well as promote new operational strategies to better manage the ever-growing influx of new submissions.
- Review and update the current intake analysis process in order to increase efficiency.
- Awareness and access to information
- Participate strategically in events targeted to public servants and stakeholders.
- Continue a comprehensive redesign of the Office’s website.
Highlights
In 2025–26, the Office strengthened the timeliness and effectiveness of its operations through business transformation initiatives regarding case admissibility analysis by streamlining internal procedures, improving intake automation and the case management system, as well as leveraging data analytics. These measures reduced duplication, supported more efficient decision-making and increased the Office’s capacity to manage the continued growth in the volume and complexity of submissions. Efficiency gains, however, do not match the exponential and sustained increase in submissions. This requires additional capacity for which the Office has submitted a budget proposal.
The Office also advanced awareness and access to information through targeted outreach activities and digital modernization. The Office continued the comprehensive redesign of the website, including the development of accessible interactive forms and instructional resources to better guide users through the disclosure of wrongdoing and complaint of reprisal processes.
Total actual spending (including internal services): $7,379,728
Total full-time equivalent staff (including internal services): 39
For detailed information on the Office’s total spending and human resources, read the Spending and human resources section of this report.
Summary of results
The following provides a summary of the results the Office achieved in 2025–26 under its “core responsibility” (its main area of activity).
Core responsibility: Public sector disclosures of wrongdoing and complaints of reprisal
Actual spending: $4,638,811
Actual human resources: 29
The Office achieved the following in 2025–26:
- Closed 563 disclosure of wrongdoing and complaint of reprisal files and responded to 601 general inquiries;
- Streamlined procedures and enhanced automation for case management;
- Continued modernization of its digital services through the development of accessible interactive forms and instructional resources for the redesigned website; and
- Reached nearly 6,500 participants across 16 successful outreach events, raising awareness of the Office and the federal whistleblowing regime.
For more information on activities related to the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, read the “Results: What we achieved” section of this report.
From the Commissioner
Public Sector Integrity Commissioner
I am pleased to present the 2025–26 Departmental Results Report for the Office of the Public Sector Integrity Commissioner of Canada (the Office).
The unprecedented surge in the number of submissions continued in 2025–26, as projected in the Departmental Plan, impacting the Office’s ability to provide the level of responsiveness that disclosers and complainants have the right to expect. There is no plateau in sight. This growth demonstrates the importance that public servants place on accountability, transparency and integrity in the federal public sector. I am grateful to all those who come forward and participate in these processes.
In 2025–26, 545 admissibility decisions were rendered, 601 general inquiries received a response and 18 investigations were completed.
The Office has responded to the increasing case load by launching business and technological transformation initiatives, some of which straddle multiple years. In 2025–26, some pilot operational processes and several technological tools were introduced, and their effectiveness will be monitored over time using data and performance analytics.
Our goal remains the timely and fulsome consideration of disclosures of wrongdoing and complaints of reprisal, always prioritizing due process and procedural fairness.
Sustained and adequate funding remains essential if the Office is to fulfil its mandate effectively and preserve the integrity of the federal whistleblowing regime. At the close of the 2025–26 year, we await a response to the off-cycle budget request that was submitted in January 2026.
We remain dedicated to providing the highest possible level of service to public servants and members of the public, and I am deeply honoured to be part of a team whose professionalism, expertise and commitment to the public interest are evident in everything that they do.
Results: what we achieved
Core responsibilities and internal services
Core responsibility: Public sector disclosures of wrongdoing and complaints of reprisal
In this section
Description
The Office contributes to strengthening accountability and increases oversight of government operations by:
- Providing an independent and confidential process for receiving and investigating disclosures of wrongdoing in, or relating to, the federal public sector from public servants and members of the public;
- Reporting founded cases of wrongdoing to Parliament and making recommendations to chief executives on corrective measures; and
- Providing a mechanism for handling complaints of reprisal from public servants and former public servants for the purpose of coming to a resolution, including through conciliation and by referring cases to the Public Servants Disclosure Protection Tribunal.
Quality of life impacts
The domains from Canada’s Quality of Life Hub that relate the most closely to the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, are as follows.
- Good governance (primary domain): Public servants will have a mechanism to call out wrongdoing. The Office’s core responsibility contributes to this domain and, more specifically, to the subdomain “Democracy and institutions” through all the activities mentioned in the core responsibility description. The indicator of interest for this domain is “Confidence in institutions.”
- Prosperity: Canadians will be proud of an ethical public sector that ensures good job quality and job satisfaction. The Office’s core responsibility contributes to the subdomain “Employment and job quality,” and the indicator of interest is “Job satisfaction.”
- Society: A robust whistleblowing regime supports social cohesion by ensuring trust in the public sector. The Office’s core responsibility contributes to the subdomain “Social cohesion and connections”, and the indicator of interest is “Trust in others.”
Progress on results
This section details the Office’s performance against its targets for each departmental result under its core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal.
Table 1 shows the target, the date to achieve the target and the actual result for each indicator under “Public sector disclosures of wrongdoing and complaints of reprisal are dealt with in a timely and effective manner” in the last three fiscal years.
| Departmental result indicators | Target | Date to achieve target | Actual results |
|---|---|---|---|
| Percentage of cases addressed within established service standards, which are available on the Office’s website | Service standard targets are met 100% of the time | March 2026 |
|
| Percentage of applications addressed within established service standard under the Legal Assistance Request Program | Service standard target is met 100% of the time | March 2026 |
|
*Note: The Office has implemented four service standards to provide transparency and an objective means of measuring performance. One of these standards is a statutory requirement and must be met 100%, while the other three have a target of 80%. However, the exponential and sustained surge in submissions since fall 2023 continues to exert considerable pressure on operational resources, resulting in delays in the processing of disclosure files, investigations into allegations, response to general inquiries, and legal assistance requests as reflected in the results.
Table 2 shows the target, the date to achieve the target and actual result for each indicator under the departmental result “Public servants and members of the public are aware of the Office and have access to information to make an informed decision about disclosures of wrongdoing and/or complaints of reprisal” in the last three fiscal years.
| Departmental result indicators | Target | Date to achieve target | Actual results |
|---|---|---|---|
| Percentage of new website visitors | 90% of website visitors are new visitors | March 2026 |
|
| Number of attendees at outreach events | Total number of attendees for the combined events, in which the Office participates in a year, is at least 2,500 attendees | March 2026 |
|
*Note: This percentage represents over 89,000 new visitors to the Office’s website.
The Office’s GC InfoBase Infographic for Results provides additional information on results and performance related to its program inventory.
Details on results
The following section describes the results for the Office in 2025–26 compared with the planned results set out in the Office’s Departmental Plan for the year.
Result 1: Public sector disclosures of wrongdoing and complaints of reprisal are dealt with in a timely and effective manner.
Results achieved
In 2025–26, the Office continued to optimize its operational processes and use of resources to support the timely and effective handling of disclosures of wrongdoing and complaints of reprisal. At the same time, the continued significant and sustained growth in submissions, as well as increasing complexity of files, meant that demand continued to exceed capacity. Specifically:
- The Office streamlined case management and decision-making processes.
- Data analytical tools were developed to inform decision making, strategic planning and business transformation.
- Exponential and sustained growth in the number and complexity of files contributed to greater caseloads and operational pressures. In 2025–26, the Office requested additional resources to support the effective delivery of its mandate.
Result 2: Public servants and members of the public are aware of the Office and have access to information to make an informed decision about disclosures of wrongdoing and/or complaints of reprisal.
Results achieved
In 2025–26, senior officials and the Communications team continued to raise awareness of the Office and its mandate, as well as the protections available under the Public Servants Disclosure Protection Act. Through speaking engagements, stakeholder outreach and social media, the Office sought to improve understanding of the disclosure of wrongdoing and complaint of reprisal processes, encouraging informed participation in the federal whistleblowing regime.
The redesign of the website remained a key priority. As the primary source of information about the Office and the main channel through which disclosures and complaints are submitted, the website was updated to enhance accessibility, transparency, and the user experience. New interactive forms were developed to guide users more effectively through the submission process and improve operational efficiency. Looking ahead to 2026–27, the Office plans to launch the redesigned website, including the new forms, and assess its impact, while continuing outreach activities to further strengthen awareness and understanding of the federal whistleblowing regime.
- As part of the redesign of the website, the Office recorded a series of instructional videos to guide visitors through the submission process and provide other pertinent information. These videos were used on social media channels, and they will be part of the redesigned website.
- The Office reached nearly 6,500 participants across 16 successful events.
Key risks
There is a risk that the Office may not have the capacity to deliver on its statutory mandate. The unpredictable nature of file intake and volume means that, in the event of a sudden increase in cases and investigations, the Office runs the risk of not being able to process files in a timely manner. The recent and sustained trend of increasing numbers of new disclosures of wrongdoing and complaints of reprisal each year has significantly impacted the Office’s caseload, which continues to outpace the Office’s resource capacity.
The Office’s risk response strategy is to optimize processes for maximum efficiency, closely monitor caseloads as well as human resources (HR) capacity, and support ongoing professional development. In addition, the Office has submitted a request for funding to increase HR capacity to effectively deliver its mandate in the context of growing trends and caseloads.
The Office faces the risk of not being able to attract, retain and develop the right people with the appropriate mix of skills. The Office’s strategy to mitigate this risk includes proactive recruitment, as well as the use of casual employment and contractors when warranted.
The Office relies on external service providers for many of its corporate functions. This dependency subjects the Office to the risk of service providers not having the capacity to meet our operational needs at any given time. To mitigate this risk, the Office ensures that memoranda of understanding are in place with each service provider that detail both the services and levels of service to be provided. Regular monitoring of service delivery and audits of service level agreements are also conducted.
Furthermore, there is a risk that external and internal threats (including malware, hacking, and errors) could compromise the confidentiality, integrity and availability of sensitive information and business systems, disrupt operations and negatively impact the Office’s ability to deliver on its mandate. To mitigate this risk, the Office is updating its outdated information technology infrastructure, using multi-factor authentication across all its critical systems, supporting a new and more reliable case management system, providing quarterly cyber security training for all staff, and reinforcing information technology capacity.
Resources required to achieve results
Table 3 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.
| Resource | Planned | Actual |
|---|---|---|
| Spending | $5,464,249 | $4,638,811 |
| Full-time equivalents | 34 | 29 |
Actual spending was below planned levels by $825,438 (15.1%), mainly due to delays in planned staffing and the deferral of accommodation fit-up activities to 2026–27. Lower-than-planned staffing (29 actual FTEs compared with 34 planned) also contributed to reduced salary expenditures. These factors reflect the timing of planned staffing and accommodation activities.
The Office’s GC InfoBase Infographic for Finances and GC InfoBase Infographic for People provide complete financial and HR information related to its program inventory.
Related government priorities
This section highlights government priorities that are being addressed through this core responsibility.
Gender-based Analysis Plus
The federal whistleblowing regime is open to all individuals. Efforts have been made to ensure that information about the Office and its submission process is accessible and inclusive. In 2025–26, the Office continued the redesign of the website, including new interactive forms, to improve accessibility, clarity and ease of use. Alternative submission methods and accommodation measures are also available for individuals unable to access or use electronic forms.
While the Office is unable to collect demographic data on disclosers and complainants due to the confidential nature of its mandate and operations, the issues examined through investigations may disproportionately affect certain groups. By investigating allegations of wrongdoing and reprisal, and by publicly reporting findings when appropriate, the Office helps to promote fair, respectful and inclusive workplaces across the federal public sector.
Program inventory
The Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, is supported by the Disclosure and Reprisal Management Program.
Additional information related to the program inventory for the Office’s core responsibility is available on the GC InfoBase Infographic for Results.
Internal services
In this section
Description
Internal services are the activities and resources that support a department in meeting its corporate obligations and delivering its programs. There are 10 categories of internal services:
- acquisition management services
- communications services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- material management services
- management and oversight services
- real property management services
Progress on results
This section presents details on how the Office performed to achieve results and meet targets for internal services.
Information technology services
In 2025–26, the Office strengthened its information management and technology environment by implementing a new backup infrastructure that improves organizational resilience and supports business continuity objectives. The planned implementation of an additional cloud-based backup layer was deferred to 2026–27 due to capacity constraints.
The Office also enhanced its cybersecurity posture through the implementation of modern cloud-based endpoint and application management capabilities. As part of this work, endpoint antivirus and threat protection coverage was expanded through cloud-based security services, improving security monitoring, device oversight, and software administration across the organization.
In addition, the Office adopted new cybersecurity services provided by the Canadian Centre for Cyber Security and continued to modernize internal procedures through increased automation, helping improve operational efficiency and security.
Overall, the Office made significant progress toward its planned information technology objectives, strengthening reliability, security, and service delivery while positioning future initiatives for continued advancement.
Human resources management services
In 2025–26, the Office continued to strengthen organizational resilience and operational excellence by enhancing its internal HR capacity. The appointment of a Head of Human Resources enabled the launch of a comprehensive review of HR practices and processes to ensure alignment with the Government of Canada’s policy framework.
This additional internal expertise supported the Office’s response to the risk of not being able to attract, retain and develop the people and skills needed to deliver its statutory mandate by strengthening its capacity for staffing, recruitment, retention and workforce planning. It also provided more timely access to strategic HR advice and expertise across a broad range of functions, including classification, labour relations, talent and performance management, and HR policies and guidance. As a result, more HR advice and services were delivered internally, reducing reliance on external service providers in several areas and supporting a more strategic and integrated approach to HR management.
Other internal services
In 2025–26, the Office strengthened its finance capacity by increasing procurement and administrative support and establishing executive capacity in Corporate Services, including Finance, HR, Information Management and Technology, and other portfolios.
Resources required to achieve results
Table 4 provides a summary of the planned and actual spending and FTEs required to achieve results.
| Resource | Planned | Actual |
|---|---|---|
| Spending | $2,463,975 | $2,740,917 |
| Full-time equivalents | 9 | 10 |
Actual spending for internal services exceeded planned spending by $276,942 (11.2%), mainly due to investments in information technology equipment. Higher-than-planned staffing (10 actual FTEs compared with 9 planned) also contributed to increased salary expenditures.
The Office’s GC InfoBase Infographic for Finances and GC InfoBase Infographic for People provide complete financial and HR information related to its program inventory.
Contracts awarded to Indigenous businesses
Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.
As shown in Table 5, the Office awarded 34.16% of the total value of all contracts to Indigenous businesses for the fiscal year.
| Contracting performance indicator | 2025–26 result |
|---|---|
| Total value of contracts awarded to Indigenous businesses (A) | $289,875 |
| Total value of contracts awarded to Indigenous and non-Indigenous businesses (B) | $848,524 |
| Value of exceptions approved by deputy head (C) | $0 |
| Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100] | 34.16% |
NotesFor the purposes of the minimum 5% target, Indigenous Services Canada defines “Indigenous businesses” as:
A “contract” is a binding agreement for the procurement of a good, service or construction and does not include real property leases. It includes contract amendments and contracts entered into by means of acquisition cards of more than $10,000. | |
In 2025–26, the Office awarded $289,875 of $848,524 (34.16%) in contracts to Indigenous businesses, exceeding the Government of Canada’s minimum 5% target. No deputy head-approved exceptions were applied. This strong result reflects the Office’s continued efforts to prioritize qualified Indigenous suppliers and strengthen internal contracting processes that support Indigenous participation.
Spending and human resources
In this section
Spending
This section presents an overview of the Office’s actual and planned expenditures from 2023–24 to 2028–29.
Budgetary performance summary
Table 6 shows the money that the Office spent in each of the past three years on its core responsibility and internal services.
| Core responsibilities and internal services | 2025–26 Main Estimates | 2025–26 total authorities available for use | Actual spending over three years (authorities used) |
|---|---|---|---|
| Core responsibility: Public sector disclosures of wrongdoing and complaints of reprisal | 5,463,113 | 5,141,765 |
|
| Internal services | 2,465,111 | 3,008,553 |
|
| Total | 7,928,224 | 8,150,318 |
|
Analysis of the past three years of spending
Over the last three years, actual spending increased by $602,761 (8.9%), from $6,776,967 in 2023–24 to $7,379,728 in 2025–26. Spending remained relatively stable between 2023–24 and 2024–25, before increasing by $614,965 (9.1%) in 2025–26.
The majority of the Office’s spending supported its core responsibility in each of the three years, ranging from 62% to 69% of total spending. Year-to-year variations in the distribution of spending between the core responsibility and internal services reflected changes in the nature and timing of expenditures. In 2025–26, the internal services share increased to 37%, compared with 31% in 2024–25, mainly due to IM/IT acquisitions, preliminary accommodation-related expenditures and increased corporate capacity. The change in relative shares also reflected temporary vacancies within the core responsibility. These internal services expenditures supported the infrastructure and corporate capacity required for the Office to deliver its statutory mandate.
The Office’s GC InfoBase Infographic for Finances provides more financial information from previous years.
Planned spending for next three years
Table 7 shows the Office’s planned spending for each of the next three years on its core responsibility and internal services.
| Core responsibilities and internal services | 2026–27 planned spending | 2027–28 planned spending | 2028–29 planned spending |
|---|---|---|---|
| Core responsibility: Public sector disclosures of wrongdoing and complaints of reprisal | 5,428,676 | 5,302,905 | 5,313,561 |
| Internal services | 2,649,199 | 2,706,042 | 2,711,532 |
| Total | 8,077,875 | 8,008,947 | 8,025,093 |
Analysis of the next three years of spending
Planned spending is expected to remain stable at approximately $8.0 million annually from 2026–27 to 2028–29. In 2026–27, approximately $5.4 million (67%) is allocated to the Office’s core responsibility and $2.6 million (33%) to internal services.
The small variations over the three-year period reflect planned adjustments in the allocation of resources between the Office’s core responsibility and internal services. Overall spending is expected to remain steady, while the Office continues to monitor caseload volumes and complexity and manage its resources within available funding.
The Office’s GC InfoBase Infographic for Finances provides more detailed financial information related to future years.
Funding
This section provides an overview of the Office’s voted and statutory funding for its core responsibility and internal services.
Graph 1 summarizes the Office’s approved voted and statutory funding from 2023–24 to 2028–29. For the Office, statutory funding consists of the government’s contributions to employee benefit plans, while voted funding consists of operating expenditures authorized annually by Parliament to support the delivery of the Office’s statutory mandate and related internal services.
Text description of graph 1
Graph 1 illustrates the Office’s statutory and voted funding for fiscal years 2023–24 to 2028–29.
| Fiscal year | Statutory | Voted | Total |
|---|---|---|---|
| 2023–24 | $680,780 | $6,234,919 | $6,915,699 |
| 2024–25 | $719,641 | $6,283,184 | $7,002,825 |
| 2025–26 | $729,827 | $7,420,491 | $8,150,318 |
| 2026–27 | $929,935 | $7,147,940 | $8,077,875 |
| 2027–28 | $918,546 | $7,090,401 | $8,008,947 |
| 2028–29 | $918,546 | $7,106,547 | $8,025,093 |
Analysis of statutory and voted spending over a six-year period
From 2023–24 to 2025–26, the Office’s approved funding increased from $6,915,699 to $8,150,318, representing growth of $1,234,619 (18%). This significant increase was largely attributable to new resources approved through Budget 2025 to support the Public Servants Disclosure Protection Program. Smaller increases resulted from routine in-year adjustments, including the operating budget carry-forward and compensation-related allocations.
Looking ahead, total funding is expected to decrease slightly by $72,443 (0.9%) in 2026–27 and then remain stable at approximately $8.0 million annually through 2028–29. This funding profile will enable the Office to maintain its operations.
Consult the Public Accounts of Canada for further information on the Office’s voted and statutory expenditures.
Financial statement highlights
This section presents the Office’s financial statements (audited) for the year ended March 31, 2026.
Table 8 summarizes the expenses and revenues for 2025–26, which net to the cost of operations before government funding and transfers.
| Financial information | 2025–26 actual results | 2025–26 planned results | Difference (actual results minus planned results) |
|---|---|---|---|
| Total expenses | 8,395,614 | 9,240,677 | (845,063) |
| Total revenues | 87 | 0 | 87 |
| Net cost of operations before government funding and transfers | 8,395,527 | 9,240,677 | (845,150) |
Analysis of expenses and revenues for 2025–26
The net cost of operations before government funding and transfers was $8,395,527 in 2025–26, which was $845,150 (9.1%) lower than the planned amount of $9,240,677. This variance was mainly due to delays in planned staffing and the deferral of accommodation fit-up activities to 2026–27. These decreases were partially offset by IM/IT acquisitions and preliminary accommodation-related expenditures incurred during the year. Minor revenues of $87 were also recorded but were not anticipated in the planned results.
The 2025–26 planned results information is provided in the Office’s Future-Oriented Statement of Operations and Notes 2025–26.
Table 9 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.
| Financial information | 2025–26 actual results | 2024–25 actual results | Difference (2025–26 minus 2024–25) |
|---|---|---|---|
| Total expenses | 8,395,614 | 8,011,398 | 384,216 |
| Total revenues | 87 | (5,738) | 5,825 |
| Net cost of operations before government funding and transfers | 8,395,527 | 8,017,136 | 378,391 |
Analysis of differences in expenses and revenues between 2024–25 and 2025–26
Actual expenses increased by $384,216 (4.8%) in 2025–26 compared with 2024–25, mainly due to IM/IT acquisitions and preliminary fit-up-related expenditures associated with accommodation projects. After accounting for the change in revenues, the net cost of operations before government funding and transfers increased by $378,391 (4.7%), from $8,017,136 in 2024–25 to $8,395,527 in 2025–26.
Table 10 provides a brief snapshot of the amounts the Office owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.
| Financial information | 2025–26 | 2024–25 | Difference (2025–26 minus 2024–25) |
|---|---|---|---|
| Total net liabilities | 1,453,867 | 983,027 | 470,840 |
| Total net financial assets | 902,923 | 561,561 | 341,362 |
| Departmental net debt | 550,944 | 421,466 | 129,478 |
| Total non-financial assets | 440,616 | 428,074 | 12,542 |
| Departmental net financial position | (110,328) | 6,608 | (116,936) |
Analysis of department’s liabilities and assets since last fiscal year
As of March 31, 2026, the departmental net financial position decreased by $116,936, from $6,608 in 2024–25 to a negative $110,328. This decline mainly reflects higher year-end payables and accrued liabilities, partially offset by increases in amounts due from the Consolidated Revenue Fund and receivables from other government departments and agencies. Non-financial assets increased modestly by $12,542. The Office has no liquidity concerns.
Human resources
This section presents an overview of the Office’s actual and planned HR from 2023–24 to 2028–29.
Table 11 shows a summary in FTEs of HR for the Office’s core responsibility and internal services for the previous three fiscal years.
| Core responsibilities and internal services | 2023–24 actual full-time equivalents | 2024–25 actual full-time equivalents | 2025–26 actual full-time equivalents |
|---|---|---|---|
| Core responsibility: Public sector disclosures of wrongdoing and complaints of reprisal | 24.8 | 28.6 | 29.0 |
| Internal services | 8.0 | 8.2 | 10.0 |
| Total | 32.8 | 36.8 | 39.0 |
Analysis of human resources for the last three years
In 2025–26, the Office’s workforce increased to 39.0 FTEs, compared with 36.8 in 2024–25 and 32.8 in 2023–24. FTEs supporting the Office’s core responsibility remained relatively stable at 29.0 reflecting the continued resources required to manage the higher volume and complexity of disclosure of wrongdoing and complaint of reprisal cases. Internal services increased to 10.0 FTEs to support the Office’s growing operational requirements.
Table 12 shows the planned FTEs for the Office’s core responsibility and internal services for the next three years. HR for the current fiscal year are forecast based on year to date.
| Core responsibilities and internal services | 2026–27 planned full-time equivalents | 2027–28 planned full-time equivalents | 2028–29 planned full-time equivalents |
|---|---|---|---|
| Core responsibility: Public sector disclosures of wrongdoing and complaints of reprisal | 36 | 36 | 36 |
| Internal services | 9 | 9 | 9 |
| Total | 45 | 45 | 45 |
Note: The figures shown reflect the 2026–27 Departmental Plan.
Analysis of human resources for the next three years
The Office plans to maintain a stable workforce of 45 FTEs annually from 2026–27 to 2028–29, comprising 36 for its core responsibility and 9 for internal services. Most resources will continue to support the management of disclosures of wrongdoing and complaints of reprisal. These planned levels reflect currently approved funding and do not include potential additional resources requested to address sustained growth in caseload volumes and complexity. The Office will continue to monitor operational pressures and adjust its staffing plans within available funding.
Supplementary information tables
The following supplementary information tables are available on the Office’s website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Corporate information
Departmental profile
Appropriate minister:
The Honourable Shafqat Ali, President of the Treasury Board
Institutional head:
Harriet Solloway, Public Sector Integrity Commissioner
Ministerial portfolio:
Treasury Board
Enabling instrument:
Year of incorporation or commencement:
2007
Other:
The Office supports the Commissioner, who is an independent Agent of Parliament.
Departmental contact information
Mailing address:
PO Box 987
Ottawa PO B, Ontario K1P 5R1
Telephone:
613-941-6400 or 1-866-941-6400 (toll-free)
Email:
Website:
Definitions
List of terms
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.
Departmental Plan (plan ministériel)
A report that outlines the anticipated activities and expected performance of an appropriated department over a three-year period. Departmental Plans are usually tabled in Parliament each spring.
departmental priority (priorité)
A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
departmental result (résultat ministériel)
A high-level outcome related to the core responsibilities of a department.
departmental result indicator (indicateur de résultat ministériel)
A quantitative or qualitative measure that assesses progress toward a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
full-time equivalent (équivalent temps plein)
Measures the person years in a departmental budget. An employee’s scheduled hours per week divided by the employer’s hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool that helps to understand the ways diverse individuals experience policies, programs and policies, programs, and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
government priorities (priorités pangouvernementales)
For the purpose of the [fiscal year] Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2025 Speech from the Throne.
horizontal initiative (initiative horizontale)
A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
Indigenous business (enterprise autochtones)
Requirements for verifying Indigenous businesses for the purposes of the departmental result report are available through the Indigenous Services Canada Mandatory minimum 5% Indigenous procurement target website.
non‑budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative measure that assesses progress toward a department-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
An individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
A listing that identifies all the department’s programs and resources that contribute to delivering on the department’s core responsibilities and achieving its results.
result (résultat)
An outcome or output related to the activities of a department, policy, program or initiative.
statutory expenditures (dépenses législatives)
Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditure.
target (cible)
A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
voted expenditures (dépenses votées)
Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.