2012-13 Departmental Performance Report

Internal Services

Description

This program activity supports Fisheries and Oceans Canada's program needs and other corporate obligations. Internal Services provides support in three key areas: governance and management support, asset management services, and resource management services.

The support and services that Internal Services provides ensure that departmental programs are delivered as efficiently and effectively as possible.

Internal Services includes only those activities and resources that apply across an organization's Program Alignment Architecture and not to those provided specifically to a program.

Financial Resources ($ millions)

Human Resources (full-time equivalents)

Performance Analysis and Lessons Learned

Advancing Management and Operational Excellence Priority

• Cultural Transformation of Corporate Functions (Led by the Chief Financial Officer Sector)
  • Conducted extensive research for a performance management system under the name 'Business Intelligence Gateway'. Completed an HTML proof of concept for the system and consulted with stakeholders.
  • Completed and received approval for all Performance Measurement Strategies and launched Phase IV of the Performance Measurement Action Plan — implementation of the approved Performance Measurement Strategies. This will help ensure that the performance information will serve evaluation needs and other reporting requirements.
  • Reframed the development of the Integrated Planning, Budgeting and Resource Management Framework towards the development of a Planning, Performance, and Risk Management Framework, to be completed in 2013-14.
• Strengthen Financial Management (Led by the Chief Financial Officer Sector)
  • Began implementation of a major upgrade to the departmental financial management system. Installed the first proof of concept version of the upgrade in a development environment and began testing and analysis. Began second proof of concept based on analysis and testing of first version.
  • Implemented Treasury Board Secretariat's Policy on Internal Control and developed a plan to modernize the framework, policies, and business processes for financial management.
  • Developed and received approval for the Directive on Collaborative Arrangements, in collaboration with science programs. Developed supporting tools and templates and provided training sessions to all applicable employees.
  • Completed all testing on the design effectiveness of the financial management processes. The testing identified required remediation to accounting controls for revenues, capital assets, inventories, procurement to pay, salaries, employee benefits, and financial statement close processes.
• Strengthen Risk Management (Led by the Chief Financial Officer Sector)
  • Identified risk indicators for corporate risks and implemented quarterly milestones for mission critical corporate risks, thereby strengthening monitoring and reporting for these risks. Progress was tracked through the Department's One Pass Reporting process.
  • Received approval for and implemented a revised Corporate Risk Profile.
• Strengthen Real Property Management (Led by the Human Resources and Corporate Services Sector)
  • Completed the collection of base year information to provide the foundation for performance and trend analyses further to the completion of the Performance Measurement Strategy for the Management of Real Property.
  • Updated the Environmental Management Accountability Framework (expected approval in 2013-14), completed the Implementation Plan for a National Environmental Management System for Operations and Assets, and created the National Environmental Management Committee.
  • Completed the revision of the Real Property Management Framework. Included accountabilities, operating principles, and funding responsibilities.
  • Developed and released the first version of the updated Real Property Information System. The legacy system is expected to be retired in 2013-14.
    • Lesson Learned: Commercial software required more customization than planned to meet unique government business requirements. Subsequent versions will continue to align the software with departmental needs.
  • Completed and received approval for the risk-based Departmental Security Plan. The plan was promoted by Treasury Board Secretariat as a best practice and has been provided to other federal departments as an example.
  • Completed transfer agreements for five lighthouses under the Heritage Lighthouse Protection Act and received heritage designation for four of these from the Minister of Parks Canada.
    • Lesson Learned: The number of lighthouses able to be transferred is limited by jurisdictional considerations such as First Nations claims and revisionary property rights.
  • Began updating Business Continuity Plans (expected completion in 2013-14). Developed and shared tools and a communications strategy and conducted training sessions for applicable employees.
  • Launched a major real property transformation initiative. Developed a roadmap and targets for rationalizing the Department's footprint and completed a review of real property costs with a detailed analysis of costs associated with the Department's strategic assets.
• Implement Values and Ethics Code (Led by the Centre for Values, Integrity, and Conflict Resolution)
  • Implemented the Fisheries and Oceans Canada Values and Ethics Code. Provided, and continue to provide, training and awareness sessions to employees (delivered 73 sessions spanning all regions).

Other Program Initiatives

• Strengthen Information Management and Technology Services (Led by the Human Resources and Corporate Services Sector)
  • Participated in bi-weekly and monthly meetings between Fisheries and Oceans Canada and Shared Services Canada to monitor progress and escalate issues in the transitioning of networks, data centres, and email services to Shared Services Canada.
  • Continued implementation of the Information Management and Technology Services Strategy. The Department was ranked, by Treasury Board Secretariat, among the highest departments in its assessment of departmental information technology plans.
  • Began implementation of the new desktop environment (Windows 7/Office 2010) as per the Desktop Modernization Project. Completed over 6,000 deployments of the new environment and remained on target to complete 9,500 deployments by 2013-14.
  • Began the multi-year implementation of the Government of Canada Recordkeeping Directive:
    • Completed analysis of the current Electronic Documents and Records Management System;
    • Reduced departmental holdings at Libraries and Archives Canada from 23,800 boxes to 17,200 boxes, a reduction of 6,600 boxes or 28%;
    • Launched the National Legacy Information Inventory Initiative, receiving submissions from all regions; and
    • Completed virtual training for all regional Records Management employees.
  • Continued to increase mobility and collaboration capabilities for employees to work in a distributed manner, effectively reducing the costs associated with traditional work environments (included 1,730 desktop video conferencing users and various projects under Workplace 2.0).
• Green Information Technology Goals — This initiative also supports Theme IV of the Federal Sustainable Development Strategy – Shrinking the Environmental Footprint - Beginning with Government. (Led by the Human Resources and Corporate Services Sector)
  • Achieved a ratio of 8.8 employees per printer, exceeding the target by 10%. Included 1,300 printers serving 11,392 employees.
  • Replaced 537 fewer desktops and 2,829 fewer laptops compared to the 2010-11 baseline (3,366), by increasing the service life of office computers from four to five years for desktops and from three to four years for laptops. Achieved target even after requiring adjustments to the life-cycle of some workstations due to the technical requirements of the new desktop environment.
• Results of the 2011 Public Service Employee Survey
  • Analyzed the results of the survey and completed and received approval for the department-wide Public Service Employee Survey Action Plan. Finalized and delivered the first progress report for the action plan (led by the Human Resources and Corporate Services Sector).
  • Provided strategic communications advice to senior management in support of the 2011 Public Service Employee Survey Action Plan, as well as a communications plan to support the implementation of the action plan (led by the Communications Branch).

Federal Sustainable Development Strategy

Fisheries and Oceans Canada is a participant in the Federal Sustainable Development Strategy and contributes to the Greening Government Operations targets through the Internal Services Program. The Department contributes to the following areas of Theme IV – Shrinking the Environmental Footprint - Beginning with Government:

• Green Building Targets;
• Greenhouse Gas Emissions Target;
• Surplus Electronic and Electrical Equipment Target;
• Printing Unit Reduction Target;
• Paper Consumption Target;
• Green Meetings Target; and
• Green Procurement Targets.

For additional details on Fisheries and Oceans Canada's Greening Government Operations activities, please see the Greening Government Operations supplementary information table.

Governance and Management Support Sub-Program

Financial Resources ($ millions)

Human Resources (full-time equivalents)

Resource Management Services Sub-Program

Financial Resources ($ millions)

Human Resources (full-time equivalents)

Asset Management Services Sub-Program

Financial Resources ($ millions)

Human Resources (full-time equivalents)