Archived – Internal Services

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Table 1: Financial Resources (thousands of dollars)
This table displays, in thousands of dollars, the total main budgetary expenditure estimates for 2013/2014 and planned spending for 2013/2014, 2014/2015 and 2015/2016.
Total Budgetary Expenditures (Main Estimates 2013–14) Planned Spending 2013–14 Planned Spending 2014–15 Planned Spending 2015–16
50,780 50,780 53,778 53,793
Table 2: Human Resources (Full-Time Equivalent—FTE)
This table displays human resources in full-time equivalents for 2013/2014, 2014/2015 and 2015/2016 for total budgetary expenditures.
2013–14 2014–15 2015–16
510 541 541

The budget related to the one-time workforce adjustment costs was transferred to the Statistical Infrastructure Program in 2013-14 in order to be managed centrally. The budget is returned to the program in 2014-15, accounting for part of the increase. The remaining increase from 2013-14 to 2014-15 is the result of newly signed collective agreements.

Program description

Internal Services comprises activities and resources that support programs and other corporate obligations, including the following services: management and oversight, communications, legal, human resource management, financial management, information management, informatics, methodology, real property, materiel, acquisition, and travel and other administrative.

Planning Highlights

Statistics Canada is expected to provide the largest possible output of statistical information and analysis from the financial resources entrusted to it by Canadians. In its ongoing pursuit of efficiency, the Agency has instituted a permanent review of its CBA. The Departmental Project Management tool kit is being progressively applied to the management of all significant investments. This, coupled with a strong, neutral evaluation function, ensures probity of public expenditures.

Statistics Canada will also be conducting some significant projects with respect to its internal services. The Agency is conducting a comprehensive review and automation of its internal services and launching the development of the data service centre initiative for statistical information management. Statistics Canada is also responding to government-wide priorities for back office software tools and the move toward centralized technology services (e.g., email, network services, telecommunications, and data centres). As the Agency moves forward, ensuring an innovative and motivated workforce will continue to be a key priority.

Planned activity: Continuously improve the multi-year investment plan to ensure the efficiency, continuity and quality of all statistical and support programs

It is an ongoing priority for Statistics Canada to operate at the highest level of efficiency to sustain the Agency's programs and to foster innovation. The CBA is at the heart of the planning process, continuously identifying cross-cutting projects that make Statistics Canada's operations more robust, responsive and efficient.

Statistics Canada has refined its planning processes to focus on identifying and funding the investments required to ensure the efficiency, continuity and quality of its programs. A central piece of the new process is a 10-year capital plan. The cyclical and foreseeable nature of many investments required for statistical programs allows for a high degree of confidence in these projections. The timing of the annual corporate planning process has been adjusted to better integrate federal budgeting processes. In 2013–14, work will continue to improve planning to ensure that cost estimates are realistic, deliverables clear, and schedules achievable.

Specifically
2013–2014

  • Have program managers use the financial system directly to keep the 10-year Continuity and Quality Maintenance Investment Plan evergreen.
  • Identify business owners for horizontal initiatives to ensure all of the investments needed to mitigate operational and strategic risks and to maintain quality across the Agency are included in the plan.

Planned activity: Monitor the Agency's most significant projects using the Departmental Project Management Framework and related tools

In 2012–13, the Departmental Project Management Framework was implemented across the Agency for all projects with total costs of $150,000 or more. Managers were provided with tools and training to improve project planning, implementation, reporting and evaluation. In 2013–14, the monitoring of the Agency's key non-CBA projects will increase using the tools from the Departmental Project Management Framework.

Specifically
2013–2014

  • Continue monitoring monthly the status, issues and risks for CBA projects.
  • Begin monitoring monthly 16 additional significant Agency projects through the Executive Project Dashboards.
  • Make available across the Agency a corporate Changes, Issues and Risks System.
  • Give additional operational project management and status reporting training to managers and executives.

Planned activity: Meeting the requirements of the Treasury Board policy on evaluation and its directives

In line with the government's commitment to demonstrating results for spent taxpayers' dollars, Statistics Canada is implementing the Policy on Evaluation and strengthening the Agency's performance-measurement strategies. The neutral evaluation function at Statistics Canada now reports directly to the Chief Statistician. During fiscal year 2012–13, the Agency is delivering on its evaluation plan, covering 100% of direct program spending. Improving the evaluation function requires attracting skilled professional evaluators and delivering the 2013–14-to-2017–18 evaluation plan.

Specifically
2013–2014

  • Recruit skilled evaluators.
  • Professionalize the evaluation function.
  • Deliver the rolling five-year departmental evaluation plan.

Planned activity: Align human resources capacity with program priorities and evolving organizational structure

Statistics Canada's Corporate Business Plan (2012-13 to 2015-16) identifies the Agency's evolving business priorities in the context of government priorities and rapidly changing information needs. The Agency will align human resource goals and objectives with the priorities of Statistics Canada and the Government of Canada.

Specifically
2013–2014

  • Continue to implement the three-year Human Resources Plan (2012–13 to 2014–15), manage the placement of priority employees and conduct strategic recruitment.
  • Review the Agency's organizational structure, evaluate resourcing and learning needs, and act on recommendations.
  • Analyze the impact of and communicate changes in policies and directives launched by central agencies, including disability management, workforce and workplace and performance management.

Planned activity: Engage with other departments and Treasury Board Secretariat to examine migration to common tools and processes

Statistics Canada continues to streamline its business processes in a holistic way to deliver its programs as efficiently and effectively as possible. This includes providing corporate services. The Agency is analyzing business processes and requirements to develop a roadmap for Statistics Canada to move toward adopting common systems and processes.

Specifically
2013–2014

  • Consult with other departments and Treasury Board Secretariat to get more information about the functionality of Systems, Applications and Products (SAP) and PeopleSoft —and the interoperability of these tools —as well as GCDOCS and email, to evaluate the timing and roadmap for migration to these common tools.
  • Finish implementing the Common Human Resources Business Processes to maximize the potential for efficiencies.
  • Begin implementing a new corporate service delivery model that maximizes automation and simplifies administrative processes to achieve efficiencies.

Planned activity: Begin implementing the Administrative Processes Review and Automation Project

Statistics Canada is conducting an exhaustive review of its internal services as part of a CBA project: Administrative Processes Review and Automation. The purpose of this project is to streamline and simplify processes in human resources, finance, procurement and administrative services, from the time a request is made to how the transaction is approved and archived.

Specifically
2013–2014

  • Set up the Business Support Centre, a new service delivery model with increased self-service, simplified administrative processes and more focus on strategic financial advice.
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