Archived – Program 4: Internal Services

Archived information

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Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not those provided specifically to a program.

Table 1 Financial Resources—Internal Services ($ thousands)
This table shows, in thousands of dollars, the total main budgetary expenditure estimates, planned spending, total authorities available for use, actual spending (authorities used) and difference between planned and actual spending for 2012/2013.
Total Budgetary Expenditures (Main Estimates) 2012/2013 Planned Spending 2012/2013 Total Authorities (available for use) 2012/2013 Actual Spending (authorities used) 2012/2013 Difference 2012/2013
94,500 94,500 114,368 106,247 (11,747)
Table 2 Human Resources – Internal Services (full-time equivalents)
This table shows, in full-time equivalents, planned and actual resources, and the difference between them for 2012/2013.
Planned 2012/2013 Actual 2012/2013 Difference 2012/2013
1,032 950 82

Performance Analysis and Lessons Learned—Internal Services

  • This program made very good progress towards achieving its 2012/2013 Report on Plans and Priorities commitments (see Section 1).
  • The 10-year Continuity and Quality Maintenance Investment Plan forms the basis of the Agency's strategic planning.
  • All significant projects are monitored monthly using the Departmental Project Management Framework.
  • Risk management practices have been further integrated—with the Corporate Risk Profile refined and updated based upon input from all areas.
  • The evaluation governance structure has been strengthened, and a risk-based evaluation plan delivered. The Agency's rating on quality and use of evaluation in the Management Accountability Framework improved to 'acceptable'.
  • Senior management of the Agency also focussed on the effective implementation of the changes announced in Budget 2012.
  • An area being addressed is the Agency's IT network architecture. Today, the default work environment for the 5,500 employees in Ottawa and the regions is an internal network, physically segregated from other networks and from the Internet. A second, separate network is used to provide access to the Internet. This approach was adopted some time ago by the Agency to improve the security of its confidential information. Today's technologies enable a similar level of security without the need for two networks. We are currently evaluating the investments required to transition to a single, secure network.
  • With the creation of Shared Services Canada, new external drivers and opportunities have arisen. Shared Services Canada is responsible for transforming data centres, networks and email; it has a mandate to streamline and reduce duplication. To advance the objectives of both organizations, Statistics Canada provided initial funding for a network transformation initiative to complete the hardening of desktops and applications; it will also provide requirements to ensure its needs are met.
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