This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
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:
Internal Services include only those activities and resources that apply across an organization and not those provided specifically to a program.
The Treasury Board of Canada Secretariat (Secretariat) participates in the Federal Sustainable Development Strategy and contributes to its Greening Government Operations targets through the Internal Services program. The Secretariat contributes to the following target areas of Theme IV: “Shrinking the Environmental Footprint – Beginning with Government”: electronic waste, managed printing devices, paper consumption, green meetings, and green procurement. For additional details on the Secretariat's activities in this area, please refer to the supplementary information in Greening Government Operations.
Expected results are not required for internal services under the Policy on Management, Resources and Results Structures. However, the Secretariat identified key initiatives that support the Internal Services program to ensure that resource management, governance and management support, and asset management are effectively aligned to priorities and programs.
Planned Spending | Total Authorities See 2011–12 Financial Resources for Internal Services note * | Actual Spending See 2011–12 Financial Resources for Internal Services note * |
---|---|---|
* Excludes amount deemed appropriated to Shared Services Canada |
||
80,471 | 93,583 | 93,528 |
The net increase of approximately $13.1 million between planned spending and total authorities can be attributed to the sum of funding for litigation support, paylist requirements, the Secretariat's workspace renewal and network separation projects, the cyber security strategy, centralization of the management of second language training, software licence renewal and the operating budget carry-forward, less reductions due to the implementation of the 2010 Strategic Review. The variance between total authorities and actual spending is negligible.
Planned | Actual | Difference |
---|---|---|
709 | 720 | 11 |
In 2011–12, the Secretariat began the implementation of the 2010 Strategic Review while developing additional cost-reduction strategies as part of the review of departmental spending. Efforts to drive efficiencies will continue and will build on initiatives that were undertaken in 2011–12.
The Secretariat, for example:
Efforts and resources to support this management priority are reflected in many of the Secretariat's programs, including Management Frameworks, People Management, Expenditure Management and Financial Management.
The Secretariat, for example:
The Secretariat, for example:
Further details on how the Secretariat supported communities across the government are reflected in the Management Frameworks, People Management, Expenditure Management and Financial Management programs.
Business and workflow processes need to be changed in order to sustain newly implemented efficiency measures. IM practices play an integral role in transforming these processes. Through internal consultations, the Secretariat identified areas in IM that require improvement and outlined actions to address these areas in an IM roadmap implementation plan. The plan has been developed, and steps are underway to ensure that performance objectives, metrics and targets are in line with Secretariat needs. A phased implementation has already begun, which first focuses on updating technology tools and then supports employees through changes to IM processes.
Impacts on Financial and Human Resources Resulting from the Establishment of Shared Services Canada
Planned Spending See Changes to Government Structure - Internal Service note 1 1 | Total Authorities See Changes to Government Structure - Internal Service note 2 2 See Changes to Government Structure - Internal Service note 3 * | |
---|---|---|
* Pursuant to section 31.1 of the Financial Administration Act and Orders-in-Council P.C. 2011-0881, P.C. 2011-0877 and P.C. 2011-1297, this amount was deemed to have been appropriated to SSC, which resulted in a reduction in the appropriation for the Treasury Board of Canada Secretariat. ** Total authorities, as presented in the 2011–12 Financial Resources table (and other relevant tables) in the Summary of Performance section, is the net of any transfers to SSC. Actual spending does not include expenditures incurred on behalf of SSC as of the order-in-council date. 1 No planned spending was reported in the 2011–12 Report on Plans and Priorities because SSC came into existence in November 2011. 2 Total authorities include the Employee Benefit Plan and are net of revenues. |
||
Net transfer post Orders in Council (OIC) See Changes to Government Structure - Internal Service note 4 ** to Shared Services Canada (SSC) | N/A | 3,932 |
Planned | Actual | |
---|---|---|
Deemed to Shared Services Canada | N/A | 15 |