Archived – Internal Services

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Program description

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 Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Table 1 Budgetary Financial Resources (dollars)
2013/2014 Main Estimates 2013/2014 Planned Spending 2013/2014 Total Authorities Available for Use 2013/2014 Actual Spending (authorities used) 2013/2014 Difference (actual minus planned)
50,780,284 50,780,284 55,230,931 56,705,219 5,924,935
Table 2 Human Resources (Full-Time Equivalents [FTEs])
2013/2014 Planned 2013/2014 Actual 2013/2014 Difference (actual minus planned)
510 537 27
  • The difference between planned and actual spending for this program is mainly the result of additional funding received during the year to compensate equivalent salary expenditures to meet the employer's legal obligations, for example, parental leave. This program's spending is in line with the funding it has available for use, with a minimal variance of 2.7% explained by a one-time additional investment to address corporate priorities.
  • The difference between planned and actual FTEs always vary slightly due to variance between the average salary rates paid and the estimated average salary rates used in calculations at the planning stage.

Performance Analysis and Lessons Learned—Internal Services

2013/2014 activities

  • Statistics Canada continued to support the needs of its programs and uphold other corporate obligations.
  • Continuously improve the multi-year investment plan to ensure the efficiency, continuity and quality of all statistical support programs: For details, please see Organizational Priorities in Section 1 of this document.
  • Monitor the Agency's most significant projects using the Departmental Project Management Framework and related tools: For details, please see Organizational Priorities in Section 1 of this document.
  • Align human resources capacity with program priorities and evolving organizational structure: The Agency continued to implement its three-year Human Resources Plan (2012/2013 to 2014/2015); managed the placement of priority employees (just over 80% of surplus employees have been placed indeterminately); conducted strategic recruitment while continuing review of its organizational structure; enhanced integration of human resources and financial planning tools and systems; and evaluated learning needs across the Agency. Policies and directives launched by central agencies covering disability management, workforce and performance management were analyzed, implemented and communicated to employees.
  • Engage with other departments and the Treasury Board Secretariat to examine migration to common government-wide tools and processes: The Agency consulted with other departments and the Treasury Board Secretariat to prepare for the transition to Systems, Applications and Products (SAP), PeopleSoft, GCDOCS and the Government of Canada infrastructure services (email, network and data centres). This included the evaluation of the roadmap for migration and the interoperability of these common tools. The Agency also implemented the Common Human Resources Business Processes to maximize the potential for efficiencies.
  • Continue implementation of the Administrative Process Review and Automation Project (APRA): The Agency launched a new delivery model for corporate services, with increased self-service, simplified administrative processes and more focus on strategic financial, human resources and procurement advice. This also included the use of the fully automated Expense Management Tool (EMT), a component of Shared Travel Services (STS), to create, submit and approve travel authorities and claims electronically.
  • Network Transformation Initiative: All resources associated with the delivery of email, network and data centre services were transferred in 2011/2012 from Statistics Canada to Shared Services Canada (SSC). Since then, Statistics Canada has been working with SSC to ensure the same level of service delivery for day-to-day operations and to respond to demand for additional computing capacity to meet the needs of priority projects (e.g., Census, new dissemination, Integrated Collection and Operations System, Integrated Business Survey Processing, SAS Grid). In 2013/2014, additional security controls and measures were applied to the use of portable devices and all desktops to strengthen the Agency's security. Statistics Canada began early preparation for the upcoming transition to the government email service in March 2015. Statistics Canada developed a multi-year work plan for the Network Transformation Initiative, working closely with SSC on how best to plan and implement the integration of Statistics Canada programs into a cross-government IT infrastructure (email, network and data centres), while respecting the confidentiality provisions of the Statistics Act.
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