Accommodation Services : CVs for operating revenue - 2021
Table Summary
This table displays the results of CVs for operating revenue for 2021. The information is grouped by Geography (appearing as row headers), CVs for operating revenue (appearing as a column header) calculated using percentage units of measure.
Geography
CVs for operating revenue
percent
Canada
0.00
Newfoundland and Labrador
0.00
Prince Edward Island
0.00
Nova Scotia
0.01
New Brunswick
0.00
Quebec
0.00
Ontario
0.00
Manitoba
0.00
Saskatchewan
0.00
Alberta
0.00
British Columbia
0.00
Yukon
0.00
Northwest Territories
0.00
Nunavut
0.00
Designing a metrics monitoring and alerting system
By: Simardeep Singh, Statistics Canada
Introduction
Designing a metrics monitoring and alerting system is a crucial step in ensuring the health and performance of any system or application. A well-designed system can help identify potential issues before they become critical, allowing for quick resolution and minimizing downtime.
The first step in designing a metrics monitoring and alerting system is to identify the key metrics that need to be monitored. These metrics should be chosen based on the specific goals and objectives of the system or application, as well as its unique characteristics and requirements. For example, a website may need to monitor metrics such as page load time, user engagement, and server response time, while a mobile app may need to monitor metrics such as battery usage and network performance.
Once the key metrics have been identified, the next step is to determine how they will be collected and stored. This may involve setting up specialized monitoring tools or using existing tools and services. It is important to ensure that the data collected is accurate, reliable, and easily accessible.
The next step is to set up alerts and notifications based on the metrics being monitored. This can be done using a variety of tools and methods, such as email, SMS, or push notifications. The alert thresholds should be carefully chosen to ensure that they are sensitive enough to detect potential issues, but not so sensitive that they generate erroneous alerts.
Finally, it is important to regularly review and assess the performance of the metrics monitoring and alerting system. This can involve analyzing the data collected, identifying areas for improvement, and making any necessary adjustments to the system. By continuously improving the system, it can remain effective and reliable over time.
What are the major components of the system?
A metrics monitoring and alerting system consists of five components:
Data collection: collects metric data from different resources.
Data transmission: transfers data from sources to the metrics monitoring system.
Data storage: organizes and stores incoming data.
Alerting: analyzes the incoming data, detects anomalies and generates alerts. The system must be able to send alerts to different communication channels configured by the organization.
Visualization: presents data in graphics, charts, etc. It's easier to identify the patterns, trends or problems when data is presented visually.
How to design the metrics for monitoring and alerting system
In this section, we discuss some fundamentals of building the system, the data model, and the high-level design.
Data modelling: Metrics data is generally recorded as a time series that contains the set of values with their associated timestamps. The series itself can be identified by its name, and operationally by a set of labels. Every time series consists of the following:
Table 1: Time series
Name
Type
A metric name
String
A set of tags/labels
List of <key: value> pairs
An array of values and their timestamps
An array of <value, timestamp> pairs
Data access pattern: Consider a real-world scenario where the alerting system must calculate the average CPU load across all the webservers in a specific region. The data must be averaged every 10 minutes, which accounts for about 10 million operational metrics written per day, and many metrics are collected at high frequency. For these systems, the write load is heavy, and the read load is simultaneously spiky. Both visualization and alerting services will send the queries to the database, and depending on the access patterns and alerts, the read volume can either increase or decrease. The system is under constant heavy write load, while the read load is spiky.
Data storage system: A general-purpose database, in theory, could support time-series data, but it will require extensive tuning to make it work on a large scale. A relational database is not optimized for operations commonly performed against time-series data.
There are many storage systems optimized for time-series data. Optimization consumes fewer servers to handle huge volumes of data. Many of these databases have custom query interfaces designed for the analysis of time-series data that are much easier to use than structured query language (SQL).
Two very popular time-series databases are Influx DB (database) and Prometheus, which are designed to store large volumes of time-series data and perform real time analysis. Another feature of the strong time-series database is efficient aggregation. Influx DB builds indexes on the labels to facilitate the fast lookup of time-series by labels.
High level design
Figure 1: High level design for a metrics monitoring and designing system
Figure 1: High level design for a metrics monitoring and designing system
Different components of the metrics monitoring and alerting system interacting with each other. The metrics source generates the metrics which are being collected by the metrics collector and being fed to the time-series database. The time-series database is being queried by the visualization system to show the visuals and the altering system to notify the developers.
Metrics Source
forward to Metrics Collector
Metrics Collector
forward to Time Series DB
Time Series DB
back to Metrics Collector
back to Query Service
Query Service
back to Alerting System (send queries)
back to Visualization System (send queries)
Visualization System
forward to Query Service
Alerting System
forward to Query Service
forward to Email
forward to Text Message
forward to PageDuty
forward to Https Endpoints
Email
Text Message
PageDuty
Https Endpoints
Metrics source:This can be application servers, SQL databases, message queues, etc.
Metrics collector: Gathers metrics data and writes data into the time-series database.
Time-series database: This stores metrics data as time series. It usually provides a custom-query interface for analyzing and summarizing a large amount of time-series data. It maintains indexes on labels to facilitate the fast lookup of data using the labels.
Query service: The query service makes it easy to query and retrieve data from the time-series databases.
Alerting system: This sends alert notifications to various alerting destinations.
Visualization system: This shows metrics in the form of various graphs/charts.
Design deep dive
Let's investigate the designs in detail:
Metrics collection
Scaling the metrics transmission pipeline
Query service
Alerting system
Visualization system
Metrics collection
There are two ways metrics data can be collected – pull or push.
Figure 2: Metrics collection flow
Figure 2: Metrics collection flow
The metrics source and metrics collector system. These components are discussed in the detailed in the following paragraphs.
Metrics Source
forward to Metrics Collector
Metrics Collector
forward to Time Series DB
Time Series DB
back to Metrics Collector
back to Query Service
Query Service
back to Alerting System (send queries)
back to Visualization System (send queries)
Visualization System
forward to Query Service
Alerting System
forward to Query Service
forward to Email
forward to Text Message
forward to PageDuty
forward to Https Endpoints
Email
Text Message
PageDuty
Https Endpoints
Pull model
In a pull model, the metrics collector pulls the metrics from the sources. Consequently the metrics collector needs to know the complete list of service ends to pull the data. We can use a reliable, scalable and maintainable service like service discovery, provided by ETCD and Zookeeper. A service discovery contains configuration rules about when and where to collect the metrics.
The metrics collector fetches the configuration metadata of service endpoint from service discovery. Metadata includes pulling interval, IP addresses, timeout and retry parameters.
The metrics collector pulls the metric data using the HTTP endpoint (for example, web servers) or TCP (transmission control protocol) endpoint (for DB clusters).
The metrics collector registers a change event notification with the service directory to get an update whenever the service endpoints change.
Figure 3: Pull model in detail
Figure 3: Pull model in detail
The metrics collector pulls the metrics from different sources. The metrics collectors get the information of service-end points from the service directory which includes ETCD and zookeeper.
Metrics Collector
forward to Service Discovery - ETCD and Zookeeper (via Discovery Targets)
forward to Metrics Source – Web Servers, DB Clusters, Queue Clusters, Cache Clusters (via Requests)
Service Discovery – ETCD Zookeeper
Metrics Source – Web Servers, DB Clusters, Queue Clusters, Cache Clusters
Push model
In a push model, a collection agent is installed on every server that is being monitored. A collection agent is long-running software that collects the metrics from the service running on the server and pushes those metrics to the collector.
To prevent the metrics collector from falling behind a push model, the collector should always be in an autoscaling position with a load balancer in the front of it (Figure 4). The cluster should scale up or down based on the CPU (central processing unit) load of the metrics collector.
Figure 4: Push model in detail
Figure 4: Push model in detail
The collection agent collects the metrics from the web servers and pushes those metrics to a load balancer. The load balancer balances the metrics load and pushes to the group of metrics collectors.
Metrics Source
Web Servers
forward to Metrics 1
forward to Metrics 2
forward to Metrics 3
Forward to Load Balancer
Load Balancer (via Push Messages)
Forward to Metrics Collectors
Metrics Collectors
Pull or push?
So, what's best for a large organization? Knowing the advantages and disadvantages of each approach is important. A large organization needs to support both, especially serverless architecture.
Push Monitoring System:
Advantages:
Real-time notifications of issues and alerts
Can alert multiple recipients at once.
Can be customized to specific needs and requirements
Can be integrated with other systems and applications
Disadvantages:
Requires a constant and reliable internet connection to function properly
Can be overwhelming with too many notifications and alerts
Can be vulnerable to cyber-attacks and security breaches
Pull Monitoring System:
Advantages:
Can be accessed remotely and for multiple devices
Can be set up to check specific metrics and parameters at regular intervals
Can be easily configured and customized
Can provide detailed and historical data for analysis and reporting
Disadvantages:
Requires manual intervention to check and review the data.
May not provide the real-time alerts and notifications
Can be less efficient in identifying and responding to issues and anomalies.
Scaling the metrics transmission pipeline
Whether we use the push or pull model, the metrics collector of servers and the cluster receive enormous amounts of data. There's a risk of data loss if the time-series database is unavailable. To navigate through the risk of losing data, we can use a queueing component as shown in Figure 5.
Figure 5: Add queues
Figure 5: Add queues
Steps to scale the metrics transmission pipeline. The design leverages the use of Kafka's built-in partition mechanism to scale the system. Kafka helps to categorize and prioritize so that the important metrics cane be processed first by the time-series database.
Metrics Source
forward to Metrics Collector
Metrics Collector
forward to Kafka
Kafka
forward to Consumer
Consumers
forward to Time Series DB
Time Series DB
back to Query Service
Query Service
back to Alerting System
back to Visualization System
Visualization System
forward to Query Service (send queries)
Alerting System
forward to Query Service (send queries)
forward to Email
forward to Text Message
forward to PageDuty
forward to Https Endpoints
Email
Text Message
PageDuty
Https Endpoints
In this design, the metrics collector sends metric data to a queuing system like Kafka. Then consumers or streaming processing services such as Apache Spark process and push the data to the time-series database. This approach has several advantages:
Kafka is used as a highly reliable and scalable distributed messaging platform.
It decouples the data collection and processing services from one another.
It can easily prevent data loss when the database is unavailable by retaining the data in Kafka.
Query service
The query service comprises a cluster of query servers which access the time-series database and handle the requests from the visualization or alerting systems. Once you have a dedicated set of query servers, you can decouple time-series database from the visualization and alerting systems. This provides us with the flexibility to change the time-series database or the visualization and alerting systems, whenever needed.
To reduce the load of the time-series database and make the query service more performant, cache servers can be added to store query results, as shown in Figure 6.
Figure 6: Cache layer
Figure 6: Cache layer
The integration of query service and cache layer. Cache layer reduces the load time of the time-series database and make query more performant.
Metrics Source
forward to Metrics Collector
Metrics Collector
forward to Kafka
Kafka
forward to Consumer
Consumers
forward to Time Series DB
Time Series DB
back to Query Service
Query Service
back to Alerting System
back to Visualization System
forward to Cache
Cache
Visualization System
forward to Query Service (send queries)
Alerting System
forward to Query Service (send queries)
forward to Email
forward to Text Message
forward to PageDuty
forward to Https Endpoints
Email
Text Message
PageDuty
Https Endpoints
Storage layer
Space optimization – In order to optimize the storage, following strategies can be used to tackle this problem:
Data encoding and compression: Data encoding is the process of translating data from one format into another, typically for the purposes of efficient transmission or storage. Data compression is a related process that involves reducing the amount of data required to represent a given piece of information. Together data encoding and compression can significantly reduce the size of the data. It is the process of encoding, restructuring, or otherwise modifying data to reduce its size. Essentially, it involves re-encoding information with fewer bits than the original representation.
Downsampling: Downsampling is the process of reducing the number of samples in a dataset by removing some data points. This is often done to reduce the amount of data that needs to be processed and to simply the analysis. Downsampling can be done in a variety of ways, including randomly selecting a subset of the data points, using a specific algorithm to select the data points, or using a specific sampling frequency to reduce the data. If the data retention policy is set to one year, we can sample the data using the following example.
Retention: seven days, no sampling
Retention: 30 days, down sample to one minute resolution
Retention: one-year, down sample to one hour resolution
Alerting system
A monitoring system is very useful for proactive interpretation and investigation, but one of the main advantages of a full monitoring system is that administrators can be disconnected from the system. Alerts allow you to define situations to be actively managed while relying on passive monitoring of software to watch for changing conditions.
The alert flow works as follows:
Load the config files to the cache servers. Rules are defined as config files on the disk, shown in Figure 7.
Figure 7: Alerting system
Figure 7: Alerting system
The raw config files are being cached and forwarded to the alert manager. The alert manager forwards those files to Kafka which are further consumed by the Alert consumers including e-mail, text message, page duty and http endpoints.
Rule Config Files
forward to Cache
Cache
forward to Alert Manager
Alert Manager
back to Cache
forward to Query Service
lateral to Alert Store
forward to Kafka
Query Service
back to Alert Manager
Alert Store
back to Alert Manager
Kafka
forward to Alert Consumer
Alert Consumer
forward to Email
forward to Text Message
forward to PageDuty
forward to Https Endpoints
Email
Text Message
PageDuty
Https Endpoints
The alert manager fetches alert configs from the cache.
Based on the config rules, the alert manager calls the query service at a predefined interval. If the value violates the threshold, an alert event is created. The alert manager is responsible for the following:
Filter, merge, and dedupe alerts. Here's an example of merging alerts that are triggered within one instance in a short amount of time.
Figure 8: Merge alerts
Figure 8: Merge alerts
Merging of the alerts with respect to the different events.
Event 1, Instance 1, disk_usage > 90%
forward to Merge
Event 2, Instance 1, disk_usage > 90%
forward to Merge
Event 3, Instance 1, disk_usage > 90%
forward to Merge
Merge
forward to 1 alert on Instance 1
1 alert on Instance 1
Access control—to avoid human error and keep the system secure, it is essential to restrict access to certain alert management operations to authorized individuals only.
Retry—the alert manager checks alert states and ensures a notification is sent at least once.
The alert store is a key-value database such as Cassandra, that keeps the state (in-active, pending, firing, resolved) of all alerts. It ensures a notification is sent at least once.
Eligible alerts are inserted into a messaging and queuing system such as Kafka.
Alert consumers pull alert events from the messaging and queuing system.
Alert consumers process alert events from the messaging and queuing system and sends notifications to different channels such as email, text message, PageDuty, or HTTP endpoints.
Visualization system
Visualization is built on top of the data layer. Metrics can be shown on the metrics dashboard over various time scales and alerts can be shown on the dashboard. A high-quality visualization system is hard to build. There's a strong argument for using an off-the-shelf system. For example, Grafana can be a very good system for this purpose.
Wrap up
In this article we discussed the design for a metrics monitoring and alerting system. At a high level, we talked about the data collection, time-series database, alerts and visualization. We also dove into some of the important techniques and components, such as:
Push versus pull model for collecting metrics data.
Using Kafka to scale the system.
Choosing the right time-series database.
Using down sampling to reduce data size.
Build versus buy options for alerting and visualization systems.
We went through a few iterations to refine the diagram, and our final design looks like this:
Figure 9: Final design
Figure 9: Final design
The refined design for the metrics monitoring and alerting system.
Metrics Source
forward to Metrics Collector
Metrics Collector
forward to Kafka
Kafka
forward to Consumer
Consumers
forward to Time Series DB
Time Series DB
back to Query Service
Query Service
back to Alerting System
back to Visualization System
Visualization System
forward to Query Service (send queries)
Alerting System
forward to Query Service (send queries)
forward to Email
forward to Text Message
forward to PageDuty
forward to Https Endpoints
Email
Text Message
PageDuty
Https Endpoints
In conclusion, designing a metrics monitoring and alerting system is a crucial step in ensuring the health and performance of any system or application. By carefully selecting the key metrics to monitor, collect and store data accurately, setting up effective alerts and notifications, and regularly reviewing and improving the system, it is possible to create a robust and reliable system that can help identify and resolve potential issues before they become critical.
Meet the Data Scientist
If you have any questions about my article or would like to discuss this further, I invite you to Meet the Data Scientist, an event where authors meet the readers, present their topic and discuss their findings.
Thursday, February 16
2:00 to 3:00 p.m. ET
MS Teams – link will be provided to the registrants by email
With the release of the January 2023 Consumer Price Index (CPI) on February 21, the CPI-trim and CPI-median have been revised back 84 months as per their normal revision policy. Two enhancements have been made at this time:
Statistics Canada has published, for the first time, index-level data series for CPI-trim and CPI-median to accompany the year-over-year figures published monthly since December 2016.
The seasonal adjustment treatment of step-series indexes that are used in the calculation of the CPI-trim and CPI-median has been enhanced as part of the regular review of methodologies.
Statistics Canada is responsible for both these aspects of the core inflation measures, along with their calculation. The Bank of Canada has been advised of the changes, as they set out the methodology for the measures.
These enhancements have no impact on the All-items CPI, seasonally adjusted All-items CPI, or the CPI-common.
Why are index levels now being published for the CPI-trim and CPI-median?
Statistics Canada continually strives to provide the data Canadians need, when they need them, and how they want them. Our users have told us that these data provide more flexibility. The new index-level data allow users to calculate the year-over-year percentage change themselves, along with the changes over any other reference period, including monthly and quarterly, which was previously not possible, nor available.
It should be noted that calculating the year-over-year percentage change using the rounded, published index values could result in slight differences compared to the published year-over-year percentage change, due to the latter figure's calculation prior to index rounding.
Data currently published for these measures in the form of year-over-year percent changes continue to be published, along with CPI-common, the third Bank of Canada's preferred measure of core inflation.
Why has the seasonal adjustment process been enhanced?
The enhancement is part of Statistics Canada's regular review of methodologies that ensures techniques are improved to produce the most accurate indicators as possible for users. The seasonal adjustment process remains unchanged for the majority of the seasonally adjusted series; seasonal adjustment treatment has been enhanced for 15 of the 43 seasonally adjusted input series – those identified as step series – with one of the step series having already been treated in the enhanced manner. This enhancement aims to avoid potential under- and over-estimation of price change that can be caused by treating index movements of step series as outliers in the seasonal adjustment process. Such changes are best made at the time of annual revision of seasonal adjustment options to avoid creating breaks in series that might then interfere with regular, annual evaluation and modification of seasonal adjustment parameters.
Table 1: Distribution of the core measures input components with respect to seasonal adjustment and step series pattern
The seasonal adjustment process for most series contains two main components: (1) the identification and treatment of outliers, including adjustments for calendar effects when holidays or the number of days between months is not equal and may affect trends in the indicator, and (2) the application of various filters to remove seasonal patterns to parse out underlying economic trends that are not influenced by seasonality – essentially, a trend-smoothing process. Going forward, indexes that display a step series pattern, and that were undergoing the full seasonal adjustment process, will only be subjected to the second component, the trend-smoothing process; this ensures that non-seasonal movements of these series are further captured through the process and more accurately reflected in the CPI-trim and CPI-median indicators.
In the context of price indexes, a step series can be any series that displays periods of flatness, followed by sudden price change, creating a step-like appearance in the charted index over time. It can be evident in the prices of products or services that are collected or may change infrequently (annually or quarterly) or regularly priced series whose movements are stable, followed by periodic larger movements. Examples of step-series subcomponents of the CPI are illustrated in chart 1.
Description: Chart 1 - Examples of step series in the Consumer Price Index, Canada, January 2015 to December 2022
Chart 1
Examples of step series in the Consumer Price Index, Canada, January 2015 to December 2022
An analysis was conducted using the data released for the December 2022 core measures. Over the 84-month revision period, the impact of the modification to the seasonal adjustment method for step series varied on a monthly basis between -0.028 and +0.092 percentage points for the CPI-trim, and between -0.140 and +0.370 percentage points for the CPI-median. As illustrated in charts 2-4, The overall trends remained unchanged.
There is no impact on the All-items CPI, All-items CPI (seasonally adjusted) or the CPI-common.
It is important to note that the All-items CPI not seasonally adjusted series (Consumer Price Index, monthly, not seasonally adjusted) is not revised, nor seasonally adjusted, and therefore is not subject to the revisions detailed above.
The All-items CPI seasonally adjusted series (Consumer Price Index, monthly, seasonally adjusted) is also not affected by this enhancement because seasonal adjustment is performed at a higher level than the 55 CPI component-inputs to the core measures, following the aggregation of indexes that are not seasonally adjusted. Seasonal adjustment is performed on the All-items CPI, in addition to the eight major components, independently, for which traditional seasonal adjustment methods are optimal in the absence of step-series patterns.
The CPI-common measure of core inflation does not use seasonally adjusted data, and is thus not affected by the change.
Impact analysis charts
Description: Chart 2 - Impact on CPI-trim of enhanced seasonal adjustment of step series, December 2015 to December 2022
Chart 2
Impact on CPI-trim of enhanced seasonal adjustment of step series, December 2015 to December 2022
CPI-trim, current
CPI-trim, enhanced seasonal adjustment
12-month % change
2015
Dec.
1.798921
1.800643
2016
Jan.
1.796617
1.799190
Feb.
1.772121
1.764928
Mar.
1.809152
1.804864
Apr.
1.952497
1.944652
May
1.960286
1.957635
Jun.
1.990498
1.986186
Jul.
1.905163
1.905628
Aug.
1.848476
1.853151
Sep.
1.848813
1.853213
Oct.
1.789098
1.799292
Nov.
1.559545
1.573039
Dec.
1.571893
1.580595
2017
Jan.
1.585164
1.586950
Feb.
1.514567
1.509918
Mar.
1.372983
1.367215
Apr.
1.333282
1.330765
May
1.235565
1.228044
Jun.
1.223923
1.217442
Jul.
1.306557
1.298094
Aug.
1.365388
1.358202
Sep.
1.362903
1.362886
Oct.
1.403123
1.404992
Nov.
1.688048
1.691929
Dec.
1.745262
1.741364
2018
Jan.
1.802465
1.797627
Feb.
1.966788
1.967619
Mar.
1.858894
1.868355
Apr.
1.934701
1.940951
May
1.816595
1.827392
Jun.
1.926166
1.934108
Jul.
1.976225
1.980156
Aug.
2.044910
2.051745
Sep.
1.949687
1.951019
Oct.
1.991952
1.997794
Nov.
1.853315
1.861428
Dec.
1.877490
1.884054
2019
Jan.
1.841715
1.853573
Feb.
1.930141
1.934278
Mar.
2.174784
2.168455
Apr.
1.998460
1.995482
May
2.186265
2.177439
Jun.
2.029293
2.017583
Jul.
2.015597
2.004818
Aug.
1.965489
1.953355
Sep.
2.022138
2.008404
Oct.
2.024671
2.012853
Nov.
2.124468
2.110340
Dec.
2.003229
1.992085
2020
Jan.
2.020303
2.004573
Feb.
1.936249
1.926248
Mar.
1.808957
1.780521
Apr.
1.819903
1.794826
May
1.594422
1.572336
Jun.
1.784051
1.763843
Jul.
1.666054
1.647988
Aug.
1.648049
1.635453
Sep.
1.713201
1.713946
Oct.
1.813752
1.816431
Nov.
1.841874
1.845841
Dec.
1.776275
1.797217
2021
Jan.
1.854619
1.886161
Feb.
1.888431
1.925423
Mar.
2.060559
2.093048
Apr.
2.316445
2.344129
May
2.607608
2.646845
Jun.
2.600015
2.646973
Jul.
3.023349
3.078551
Aug.
3.246401
3.289678
Sep.
3.422735
3.453382
Oct.
3.410778
3.435752
Nov.
3.424953
3.449884
Dec.
3.772249
3.820751
2022
Jan.
4.008979
4.061422
Feb.
4.324719
4.382364
Mar.
4.752281
4.829291
Apr.
5.076781
5.168717
May
5.428157
5.505363
Jun.
5.544976
5.628756
Jul.
5.456757
5.537062
Aug.
5.267646
5.338828
Sep.
5.298619
5.374260
Oct.
5.337995
5.422819
Nov.
5.431233
5.508166
Dec.
5.259411
5.319893
Source: Consumer Prices program.
Description: Chart 3 - Impact on CPI-median of enhanced seasonal adjustment for step series, December 2015 to December 2022
Chart 3
Impact on CPI-median of enhanced seasonal adjustment for step series, December 2015 to December 2022
CPI-median, current
CPI-median, enhanced seasonal adjustment
12-month % change
2015
Dec.
2.054765
2.054765
2016
Jan.
1.977707
1.977707
Feb.
2.008347
1.999595
Mar.
2.028980
2.015468
Apr.
2.137827
2.124301
May
2.152824
2.109574
Jun.
2.161842
2.118588
Jul.
2.026714
2.040895
Aug.
1.972626
1.971713
Sep.
2.066314
2.076776
Oct.
2.065377
2.075839
Nov.
1.908945
1.919391
Dec.
1.881307
1.891750
2017
Jan.
1.898461
1.874690
Feb.
1.811288
1.796270
Mar.
1.700217
1.689960
Apr.
1.639477
1.642173
May
1.570418
1.591766
Jun.
1.552191
1.573535
Jul.
1.689544
1.673727
Aug.
1.732561
1.731786
Sep.
1.629374
1.617274
Oct.
1.604297
1.592200
Nov.
1.748889
1.736775
Dec.
1.771562
1.741779
2018
Jan.
1.823477
1.827866
Feb.
1.916134
1.920528
Mar.
1.899578
1.903971
Apr.
1.947955
1.890312
May
1.866856
1.820194
Jun.
1.913452
1.866769
Jul.
1.931949
1.853830
Aug.
1.945540
1.867411
Sep.
1.935439
1.858911
Oct.
1.970718
1.895141
Nov.
1.837997
1.768641
Dec.
1.842719
1.753373
2019
Jan.
1.822566
1.733237
Feb.
1.919356
1.829942
Mar.
2.046098
1.956574
Apr.
1.951358
1.881618
May
2.047899
1.980765
Jun.
2.041170
1.924034
Jul.
2.007940
1.902230
Aug.
1.990089
1.888033
Sep.
1.998629
1.894970
Oct.
2.014509
1.909857
Nov.
2.116959
2.011684
Dec.
2.040239
1.972770
2020
Jan.
2.072201
1.957133
Feb.
2.038270
1.908623
Mar.
1.944614
1.804732
Apr.
2.029569
1.894745
May
1.864151
1.777421
Jun.
1.903086
1.864265
Jul.
1.867345
1.828538
Aug.
1.880555
1.866829
Sep.
2.028321
2.014574
Oct.
2.046446
2.133852
Nov.
2.028868
2.110632
Dec.
2.050305
2.105705
2021
Jan.
2.104615
2.200554
Feb.
2.087020
2.176978
Mar.
2.177171
2.277610
Apr.
2.227432
2.345522
May
2.509732
2.599735
Jun.
2.593902
2.686006
Jul.
2.754149
2.909340
Aug.
2.964052
3.063700
Sep.
2.996702
3.096381
Oct.
2.970442
3.000204
Nov.
3.039351
3.069133
Dec.
3.300336
3.376876
2022
Jan.
3.480396
3.564328
Feb.
3.744460
3.963352
Mar.
4.125091
4.344786
Apr.
4.574449
4.801917
May
4.852742
5.068521
Jun.
4.912719
5.199994
Jul.
4.999449
5.309737
Aug.
4.803241
5.128372
Sep.
4.801767
5.172303
Oct.
4.948436
5.308136
Nov.
5.133249
5.493582
Dec.
5.039350
5.390177
Source: Consumer Prices program.
Description: Chart 4 - Differences due to enhanced seasonal adjustment for step series are smaller and more stable for CPI-trim than for CPI-median
Chart 4
Differences due to enhanced seasonal adjustment for step series are smaller and more stable for CPI-trim than for CPI-median
CPI-trim, enhanced seasonal adjustment - current
CPI-median, enhanced seasonal adjustment - current
% point difference between year-over-year growth rates, enhanced method minus current
A privacy impact assessment for the Hard-to-Reach Populations Internal Pilot was conducted to determine if there were any privacy, confidentiality or security issues with this activity and, if so, to make recommendations for their resolution or mitigation.
Description
Statistics Canada's Hard-to-Reach Populations (H2RP) internal pilot component of the EWS aims to gain insight into the factors that contributed to nonresponse by employees who could have participated in the November and December 2021 collection of the EWS, but who chose not to do so. The EWS program is comprised of a main survey and series of pulse check surveys administered to the employees of StatCan, all conducted under the Financial Administration Act (FAA). It was conceived to help assess and improve employee wellness across the agency, but the recent survey only achieved an estimated 56% response rate. The H2RP internal pilot will follow-up with a small sample of the EWS nonrespondents using a respondent-driven sampling (RDS) methodology in order to reach employees who are reluctant, or who do not tend, to respond to more-traditional survey approaches. Short personal interviews will be conducted by the Consultative Engagement (CE) team from Stakeholder Relations and Engagement. Participants will be encouraged and told how to recruit more participants from amongst their peers, who will in turn contact the CE team in order to schedule an appointment for an interview to be conducted.
The pilot addresses an HR business need (program-related policy updates to motivate nonrespondents - in this case, employees - to respond to future surveys) by using respondent-driven sampling to reach and convince EWS nonrespondents to participate.
To address the new focus, the following activities will be carried out:
Hard-to-Reach Populations pilot
The pilot targets nonrespondents from the EWS. Each participant will complete a short 15-minute personal interview before being provided with a "coupon-code" and asked to pass it on to three of their colleagues. In turn, those secondary (recruited) individuals will also be asked to do the same until the respondent-driven sampling activity concludes. The follow-up study targets 300 participants over six to eight waves with the expectation that the realized sample reaches a point of pseudo-randomness. In addition to the content related specifically to nonresponse, the study questionnaire will collect demographic information, a self-assessment by participants of how many peers are in their "personal network", and a number of wellness indicators (as asked in the EWS). The demographic and held-over wellness items will be used, respectively, to assess the realized sample's randomness and to gauge the relationship between the EWS survey topic and nonresponse.
EWS follow-up and use of results
Through the follow-up questionnaire, the business needs as they pertain to survey nonresponse will be investigated. These business needs target barriers to and facilitators of survey response that may, respectively, hinder or enhance employees' willingness to participate in future survey-based research (e.g., the second iteration of the EWS or other internal surveys).
The business needs to be addressed are related to identifying factors that are psychosocial in nature (e.g., workload, burn-out) and those that are not (e.g., inadequate explanation of the purpose of the survey, benefits of completing the survey). As such, personal interviews will include questions aimed at investigating various barriers and facilitators which nonrespondents may have encountered, and contributed to their nonresponse to the original survey. Additionally, a limited subset of questions from the original EWS have been included which may be considered psychosocial barriers or facilitators.
In order to address these business needs, de-identified microdata from the pilot will be used to conduct statistical analyses of differences between responses from participants in the pilot study and previously collected information from respondents to the EWS. Any disaggregation of data will only be considered if the subsamples of interest (e.g., gender) are large enough to mitigate any potential privacy concerns and are amenable to statistical analysis.
Only aggregate statistical outputs conforming to the confidentiality provisions of what would have been required if the information had been collected under the Statistics Act will be considered for release. Research findings, if disseminated outside of the project team, would be through peer-reviewed academic publications.
Risk Area Identification and Categorization
The PIA identifies the level of potential risk (level 1 is the lowest level of potential risk and level 4 is the highest) associated with the following risk areas:
Risk Area Identification and Categorization
a) Type of program or activity
Risk scale
Program or activity that does not involve a decision about an identifiable individual.
1
b) Type of personal information involved and context
Only personal information, with no contextual sensitivities, collected directly from the individual or provided with the consent of the individual for disclosure under an authorized program.
1
c) Program or activity partners and private sector involvement
Within the institution (among one or more programs within the same institution)
1
d) Duration of the program or activity
Short-term program or activity.
2
e) Program population
The program's use of personal information is not for administrative purposes. Information is collected for statistical purposes, for use by programs operating under the authority of the Statistics Act.
N/A
f) Personal information transmission
The personal information is transmitted using wireless technologies.
4
g) Technology and privacy
No issues identified.
h) Potential risk that in the event of a privacy breach, there will be an impact on the individual or employee.
The risk of privacy breach and the impact on the individual or employee are both low.
i) Potential risk that in the event of a privacy breach, there will be an impact on the institution.
The risk of privacy breach and the impact on the institution are both low.
Conclusion
This assessment of the Supplemental Assessment of Hard-to-Reach Populations Internal Pilot
did not identify any privacy risks that cannot be managed using existing safeguards.
A Privacy Impact Assessment Amendment was conducted to evaluate changes to Microsoft 365.
Objective
An amendment to the privacy impact assessment (PIA) for Microsoft 365 (M365) was conducted to determine if there were any privacy, confidentiality or security issues with changes to this product and, if so, to make recommendations for their resolution or mitigation.
Description
The following amendments shall be applied to the Microsoft 365 PIA (signed by the Chief Statistician October 5, 2021):
The M365 Teams application now includes Voice Over Internet Protocol (VOIP) functionality for use by statistical survey operations interviewers in place of traditional telephones to conduct Computer Assisted Telephone Interviews (CATI).
M365 may now also be used with deemed employees to discuss personal information or statistically sensitive information.
Users are no longer being discouraged from completing M365 personal profile information.
Sensitive statistical information that could be contained or referenced within M365 could now also include pre-release data.
Risk Area Identification and Categorization
The risk area identification and categorization remains unchanged.
Conclusion
This assessment of changes to Microsoft 365 did not identify any privacy risks that cannot be managed using existing safeguards.
National Weighted Rates by Source and Characteristic - October 2022
Table summary
The information is grouped by Sales of goods manufactured, Raw materials and components, Goods / work in process, Finished goods manufactured, Unfilled Orders, Capacity utilization rates (appearing as row headers), and Data source as the first row of column headers, then Response or edited, and Imputed as the second row of column headers, calculated by percentage.
National Level CVs by Characteristic
Table summary
This table displays the results of Monthly Survey of Manufacturing: National Level CVs by Characteristic. The information is grouped by Month (appearing as row headers), and Sales of goods manufactured, Raw materials and components inventories, Goods / work in process inventories, Finished goods manufactured inventories and Unfilled Orders, calculated in percentage (appearing as column headers).
Retail Commodity Survey: CVs for Total Sales (October 2022)
Table summary
This table displays the results of Retail Commodity Survey: CVs for total sales (third quarter 2022). The information is grouped by NAPCS-CANADA (appearing as row headers), and Quarter (appearing as column headers).
NAPCS-CANADA
Quarter
2022Q1
2022Q2
2022Q3
Total commodities, retail trade commissions and miscellaneous services
1.17
0.93
0.58
Retail Services (except commissions) [561]
1.20
0.95
0.57
Food at retail [56111]
0.97
1.66
0.98
Soft drinks and alcoholic beverages, at retail [56112]
0.49
0.68
0.54
Cannabis products, at retail [56113]
0.00
0.00
0.00
Clothing at retail [56121]
1.25
2.96
1.45
Footwear at retail [56122]
1.50
2.61
1.69
Jewellery and watches, luggage and briefcases, at retail [56123]
6.58
6.12
4.50
Home furniture, furnishings, housewares, appliances and electronics, at retail [56131]
1.45
1.81
0.89
Sporting and leisure products (except publications, audio and video recordings, and game software), at retail [56141]
1.96
3.25
1.81
Publications at retail [56142]
5.80
7.06
5.96
Audio and video recordings, and game software, at retail [56143]
0.50
1.04
0.44
Motor vehicles at retail [56151]
1.86
1.78
2.04
Recreational vehicles at retail [56152]
3.65
3.02
3.22
Motor vehicle parts, accessories and supplies, at retail [56153]
1.62
1.63
1.59
Automotive and household fuels, at retail [56161]
1.90
1.60
1.51
Home health products at retail [56171]
2.10
2.59
2.74
Infant care, personal and beauty products, at retail [56172]
2.20
3.55
2.18
Hardware, tools, renovation and lawn and garden products, at retail [56181]
2.14
2.08
1.93
Miscellaneous products at retail [56191]
2.00
3.08
2.08
Total retail trade commissions and miscellaneous services Footnotes 1
1.76
1.57
1.70
Footnotes
Footnote 1
Comprises the following North American Product Classification System (NAPCS): 51411, 51412, 53112, 56211, 57111, 58111, 58121, 58122, 58131, 58141, 72332, 833111, 841, 85131 and 851511.
Retail Commodity Survey: CVs for Total Sales October 2022
Table summary
This table displays the results of Retail Commodity Survey: CVs for Total Sales (October 2022). The information is grouped by NAPCS-CANADA (appearing as row headers), and Month (appearing as column headers).
NAPCS-CANADA
Month
202207
202208
202209
202210
Total commodities, retail trade commissions and miscellaneous services
0.74
0.61
0.67
0.55
Retail Services (except commissions) [561]
0.73
0.61
0.66
0.56
Food at retail [56111]
1.84
0.82
0.52
0.39
Soft drinks and alcoholic beverages, at retail [56112]
0.71
0.57
0.53
0.51
Cannabis products, at retail [56113]
0.00
0.00
0.00
0.00
Clothing at retail [56121]
0.88
1.47
2.02
0.84
Footwear at retail [56122]
1.55
2.19
1.60
2.66
Jewellery and watches, luggage and briefcases, at retail [56123]
5.87
5.28
4.56
4.72
Home furniture, furnishings, housewares, appliances and electronics, at retail [56131]
1.02
0.94
0.89
0.91
Sporting and leisure products (except publications, audio and video recordings, and game software), at retail [56141]
1.84
1.92
2.38
2.28
Publications at retail [56142]
5.65
9.82
5.33
5.63
Audio and video recordings, and game software, at retail [56143]
1.00
0.34
0.27
0.46
Motor vehicles at retail [56151]
2.44
2.13
2.51
2.07
Recreational vehicles at retail [56152]
3.71
4.60
4.34
3.97
Motor vehicle parts, accessories and supplies, at retail [56153]
1.81
1.78
1.83
1.66
Automotive and household fuels, at retail [56161]
1.66
1.72
1.47
1.62
Home health products at retail [56171]
2.47
2.66
3.37
2.85
Infant care, personal and beauty products, at retail [56172]
2.03
2.19
2.56
2.56
Hardware, tools, renovation and lawn and garden products, at retail [56181]
2.06
2.09
2.12
1.83
Miscellaneous products at retail [56191]
2.41
2.47
2.25
3.18
Total retail trade commissions and miscellaneous servicesFootnote 1
1.96
1.75
2.03
2.25
Footnote 1
Comprises the following North American Product Classification System (NAPCS): 51411, 51412, 53112, 56211, 57111, 58111, 58121, 58122, 58131, 58141, 72332, 833111, 841, 85131 and 851511.