2014-15 Departmental Performance Report

Internal Services


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.

2014-15 Budgetary Financial Resources (dollars)
Main Estimates Planned Spending Total Authorities Available for Use Actual Spending (authorities used) Difference (actual minus planned)
290,577,438 290,577,438 325,266,040 297,974,714 7,397,276
2014-15 Human Resources full-time equivalents
Planned Actual Difference (actual minus planned)
1,708.0 1,652.6 -55.4

Performance Analysis and Lessons Learned

In 2014-15, the following initiatives were undertaken:

  • Continued to implement efficiency measures stemming from Budget 2012 and Budget 2013, by implementing adjustments to Departmental resources, in addition to any other associated changes to business operations and processes as required.
  • Advanced the principles of Blueprint 2020 to achieve a vision for a revitalized, world-class public service and identified opportunities to implement Blueprint 2020 initiatives within the Department.
  • The development of a 5-year science strategy has been replaced with a more focussed approach to deliver and sustain scientific excellence in the achievement of the Department's mandate.
  • Implemented the Treasury Board Secretariat's Directive on Performance Management to strengthen people management in support of a culture of high performance. The Directive on Performance Management was successfully implemented in 2014-15. Focus will now be placed on talent management and workforce planning.
  • Continued the modernization of information technology in support of the Department and Government of Canada's transformation agendas and in collaboration with Shared Services Canada. This included the facilitation of innovation and collaboration through:
    • Facilitation of transition to Workplace 2.0;
    • Supporting collaborative technologies; and
    • Development of a departmental Application Portfolio Management Strategy.
  • Improved information management through:
    • Continued implementation of the Directive on Recordkeeping initiative; and
    • Implementation of Shared Services Canada's Email Transformation Initiative in support of the Government of Canada's move towards one email system.
  • Continued to effectively manage the Department's digital presence to ensure an integrated approach to delivering services and information to Canadians and stakeholders that are client-focussed, cost effective and will ensure a successful migration to a single Government of Canada site.
  • Continued implementation of the multi-year Fisheries and Oceans Canada National Real Property Portfolio Strategy to realize opportunities to reduce the footprint resulting from alignment of Real Property and Program needs. This included continuing the review of requirements and divestiture of assets, including surplus lighthouses and non-core small craft harbours, to reduce the cost of operations, as well as updating management processes, which was undertaken with Fisheries and Oceans Canada/Canadian Coast Guard programs to meet Departmental objectives.
  • Completed seven internal audit engagements and continued to support the Deputy Minister in discharging his responsibilities as Accounting Officer.