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 to a specific program.
|Main Estimates||Planned Spending||Total Authorities Available for Use||Actual Spending (authorities used)||Difference (actual minus planned)|
|Planned||Actual||Difference (actual minus planned)|
The difference between planned and actual spending for this program represents a 0.2% variance.
FTEs may vary slightly as a result of 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
- The Fostering Excellence in Employee Performance Project launched the new Public Service Performance Agreement and the Public Service Performance Management application (PSPM App). The adoption of the PSPM App provides a common, government-wide platform for establishing performance expectations, assessing outcomes, and documenting performance conversations throughout the year. To date, the engagement of Statistics Canada's managers and employees in this new approach to managing performance has been strong, with one of the highest completion rates for mid-year (98%) and year-end review compliance (97%) in the federal public service.
- Statistics Canada continued to monitor the Agency's most significant projects using the Departmental Project Management Framework and related tools, and to align human resources capacity with program priorities and its evolving organizational structure.
- The Agency continued the redesign of its official release vehicle, The Daily. A new, modernized version based on user feedback was launched in spring 2015. Monthly blogs continued to be published, and a new researcher's blog was launched.
- A performance measurement system to support program evaluation was developed. A suite of corporate performance indicators was established, which includes indicators of quality, efficiency, and cost-recovery work for subject-matter programs.
- In preparation for the transition to the new Government of Canada email service, the Agency completed several key activities, including the following: standardizing the desktop operating system, Microsoft Office Suite, and Internet Explorer (including some key configurations); adapting service-desk processes to match the Shared Services Canada enterprise service desk; aligning to the Treasury Board Secretariat Standard on Email Management; modernizing various network infrastructure components; performing a threat and risk assessment; updating Public Key Infrastructure (PKI) components; establishing a change awareness plan; and performing rigorous testing. The Agency also launched multiple interdepartmental activities involving active collaboration, working groups, and information sessions.
- Finally, the first wave of the migration to the SAS Grid environment was successfully implemented. This move will strengthen security and improve overall performance for processing high volumes of data.