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)
2014/2015 Main Estimates 2014/2015 Planned Spending 2015/2016 Planned Spending 2016/2017 Planned Spending
Note: Totals may differ within and between tables because of rounding.
56,072,548 56,072,548 55,534,516 55,329,868
Table 2 Human Resources (Full-time Equivalents)
2014/2015 2015/2016 2016/2017
Note: Totals may differ within and between tables because of rounding.
592 586 584

The decrease in planned spending from 2014/15 is the result of program efficiencies transferred to the Statistical Infrastructure Program.

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 Corporate Business Architecture (CBA). The Departmental Project Management toolkit is being progressively applied to the management of all significant investments. This, coupled with a strong, neutral evaluation function, ensures probity of public expenditures.

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

In 2012/2013, 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 2014/2015, monitoring the Agency's key projects will continue using the tools from the Departmental Project Management Framework.


  • Continue monitoring monthly the status, issues and risks for CBA projects.
  • Continue monitoring monthly an additional 16 significant non-CBA Agency projects through the executive project dashboards.
  • Continue to promote the use of the corporate Changes, Issues and Risks System.
  • Continue to provide operational project management and status reporting training to managers and executives.

Planned activity: Foster a results-based management culture

Evaluation is a corporate priority, and considerable effort was expended to establish the function. A neutral assessment will be conducted this year to ensure the function delivers value added evaluation services to support program improvement, expenditure management, decision-making and public reporting. The coverage of the five-year evaluation plan ensures all direct program spending is evaluated every five years. This includes the timely development of performance measurement strategies in support of the Treasury Board Secretariat's policies on evaluation and management, resources and results structures. In 2014/2015, implementing performance measurement strategies will continue by identifying performance indicators that are common across programs and at the corporate level. Performance information will be collected and reported centrally to reduce the burden on program areas and provide consistent information for program evaluation and external reporting.


  • Continue to develop performance measurement strategies with program areas.
  • Development of the annual report on the state of performance measurement.
  • 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 (2014/2015 to 2016/2017) 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.


  • Continue to implement the three-year human resources plan (2014/2015 to 2016/2017), considering the placement of priority employees and conducting 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, as well as workforce and workplace performance management.

Planned activity: Participate in other transformation initiatives

Statistics Canada fully supports the new space standards, and has developed a 10-year plan for implementation of Workplace 2.0 space fit-up. The Agency has been working very closely with PWGSC over the last year, receiving approval to move forward with a multi-year plan. One floor in the R.H. Coats Building in Ottawa has been successfully completed as a pilot and four additional floors are planned for this year. The 10-year plan includes four floors in Ottawa and one regional office in 2014/2015, five floors in 2015/2016 and five floors in 2016/2017. The plan provides for the return of space respecting timelines as outlined by PWGSC's space reduction and space modernization initiatives. The Agency has provided input into the development of PWGSC's accreditation process for Workplace 2.0 and is working with Shared Services Canada to develop a roadmap that will take full advantage of the Workplace 2.0 initiative.

Statistics Canada has also been working very closely with Shared Services Canada with a project to transition the Agency's call centres to the new Government of Canada call centre solution with Rogers. This transition has been successfully completed and the technical support centre will be transitioned by the end of October. Of the five remaining call centres, one more will be transitioned this year and two in each of the 2014/2015 and 2015/2016 fiscal years.

The Agency is also participating with Shared Services Canada in implementing their Cost Effective Telephone Service Initiative — Migration from Centrex to cellular. A migration plan has been developed; the execution is expected to be completed by the end of the 2014/2015 fiscal year.


  • The 10-year space optimization plan includes the implementation of Workplace 2.0 on four floors in Ottawa (R.H. Coats 11th, 14th and 19th and Jean Talon 7th) and the Edmonton regional office.
  • Two Statistics Canada call centres locations are slated for migration to the Rogers solution. The specific call centres will be identified by Collection and Regional Services Branch.
  • Selected employees will be migrated from centrex phones (land lines) to cell phones only. A maximum of 1,000 cell phone users is planned, as this is the current capacity limit by Rogers for Statistics Canada's headquarters at Tunney's Pasture.

Planned activity: Complete integration of social media in the communications program

Engagement with the public will continue using Web 2.0 tools, including social media platforms, chat sessions with Statistics Canada experts, blog discussions, online tutorials and videos providing highlights of major releases. These communications strategies have matured, and are now fully integrated in day-to-day communications with the public. In 2014/2015, they will continue to increase awareness and understanding of Statistics Canada products and services, build user capacity in the retrieval and use of statistical information and better inform the user community of upcoming developments in Statistics Canada's statistical program.

In a continued effort to increase access and understanding of data and analysis, Statistics Canada's official bulletin, The Daily, will be redesigned based on the results of the readership survey. New features will include interactive tables and charts, a feature to share content on media channels, simple explanations of statistical concepts including visual representations as well as links to videos and alternative media.


  • Launch a blog for researchers.
  • Publish videos about economic indicators and the agriculture statistics program.
  • Post information on economic and social releases daily on the Agency's social media channels.
  • Hold 'chat with an expert' sessions.
  • Use Twitter as a crowdsourcing tool to solicit feedback from Canadians on programs and services.
  • Redesign The Daily based on user consultation results.