Archived – Risk analysis

Archived information

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The public's trust and confidence in the quality and objectivity of Statistics Canada outputs is a fundamental pillar of the organization. Statistics Canada's largest and most visible data-collection activities were conducted in 2011–-2012, namely the Census of Population and new voluntary National Household Survey. The targeted response rate for the Census of Population was 98% or more and 50% or more for the National Household Survey. The strategies employed to mitigate any reduction in response rates, including proactive engagement of respondents and active management of collection operations, yielded collection response rates of 98.1% for the census and 69.3% for the National Household Survey. Evaluation and analysis of data quality indicators, particularly at lower geographic levels and for specific subpopulations, will continue in 2012-–2013.

The Agency's 2010–-2011 Corporate Risk Profile identified changes to legislation, statutory data requirements or federal–provincial partnerships as potential sources of risk to the scope, quality or timeliness of data available to the national statistics program. However, no adverse effects in these areas materialized. The Corporate Risk Profile also noted that revenues from other government departments and agencies were at risk, which might result in reductions in the resources available to the Agency. Despite the fact that cost recovery revenues have gone up in 2011-–2012 relative to both 2009–-2010 and 2010–-2011, a decline in cost-recoverable revenues is expected in 2012-–2013. Adjustments to the workforce may be required.

Statistics Canada's integrated risk-management model provides an agency-wide picture of risks through maintenance of a detailed risk register and a corporate risk profile analysis of both operational and strategic risks to the organization. In 2011–-2012, refinements to the model included using a variety of inputs in developing its corporate risk profile, such as program reviews by the internal Quality Secretariat, risk-based audit recommendations and program-area risk registers. The major corporate risks and associated mitigation strategies were clearly described, and management leads were assigned to ensure action plans were implemented. The Departmental Audit Committee reviewed and provided insight to improve the risk management process and corporate risk profile.