Report on Plans and Priorities 2013-14

Internal Services

Description

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 Government of Canada programs are delivered as efficiently and effectively as possible

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 Travel and Other Administrative Services.

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)

Total Budgetary
Expenditures
(Main Estimates)
2013-14
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
286.8 287.2 286.6 282.7

Human Resources (FTE)

2013-14 2014-15 2015-16
1,758 1,734 1,731

Theme IV

Planning Highlights - Advancing Management and Operational Excellence Priority

  • Implement the Framework for Workforce Adjustment and Organizational Transformation (Led by the Human Resources and Corporate Services Sector)
    • Broaden Executive Talent Management to executive-level feeder groups to support employee retention and development.
    • Modernize the Human Resources Service Delivery Model by addressing changing strategic and operational requirements.
    • Implement action plans addressing human resources issues raised in the 2011 Public Service Employee Survey and monitor and report on progress.
    • Renew the Departmental Human Resources Plan which mitigates identified risks, including an aging workforce, changing demographics, employment equity, and diversity.
  • Management Control Framework - Implement a Departmental Human Resources Management Control Framework and standardized human resources processes across the Department (led by the Human Resources and Corporate Services Sector).
  • Strengthen Financial Management - Implement the Chief Financial Officer Model which will further strengthen internal controls and financial management, as well as policy advice and guidance (led by the Chief Financial Officer Sector).
  • Fisheries and Oceans Canada Values and Ethics Code - Provide training and awareness sessions for the Fisheries and Oceans Canada Values and Ethics Code implemented on April 2, 2012 (led by the Centre for Values, Integrity, and Conflict Resolution).
  • Public Service Employee Survey 2011 - Implement action plans addressing values and ethics issues raised in the 2011 Public Service Employee Survey, including publishing and promoting the Manager's Guide for Establishing and Leading an Ethical Climate (led by the Centre for Values, Integrity, and Conflict Resolution).
  • Workplace 2.0 - Implement progressive and innovative working arrangements, in collaboration with Human Resources and Real Property, to support high-performance in the workplace including, a departmental strategy and guidelines for Workplace 2.0 (led by the Human Resources and Corporate Services Sector).
  • Use of Web Technology - Expand the use of web technology as a new service delivery channel by ensuring compliance with Treasury Board's Standard on Web Accessibility by July 2013 and by increasing the Department's virtual library services (led by the Human Resources and Corporate Services Sector).
  • Application Strategies to Improve Service Delivery - Implement application strategies to improve service delivery, including refreshing the application inventory with updated risk assessments, developing a strategy, and prioritizing the consolidation of software applications (led by the Human Resources and Corporate Services Sector).
  • Information Management Strategy Action Plan - Implement the 2013-14 portion of the Department's Information Management Strategy Action Plan to safeguard the Department's information assets and improve service delivery (led by the Human Resources and Corporate Services Sector).
  • Real Property Portfolio Strategy - Develop and begin implementation of the Real Property Portfolio Strategy, a five-year plan to rationalize Fisheries and Oceans Canada facilities (led by the Human Resources and Corporate Services Sector).
  • Pathfinder Projects - Undertake pathfinder projects which will integrate and test elements of the Real Property Portfolio Strategy to verify that asset and program requirements meet the Department's long-term needs (led by the Human Resources and Corporate Services Sector).
  • Environmental Strategies - Continue the development and implementation of a National Environmental Management System for Operations and Assets, including updating the Environmental Management Accountability Framework and implementing a Strategic Plan for the management of contaminated sites (led by the Human Resources and Corporate Services Sector).
  • Motor Vehicle Fleet Rationalization - Implement Phase II of the Department's motor vehicle fleet rationalization project (led by the Chief Financial Officer Sector).
  • Federal Sustainable Development Strategy - Green Procurement - Continue modifying departmental procurement practices to meet Federal Sustainable Development Strategy targets (led by the Chief Financial Officer Sector).
  • Federal Sustainable Development Strategy - Energy Use, Greenhouse Gas Emissions, and Green Buildings - Continue minimizing the environmental footprint of the Department's operations by achieving reductions in energy use and greenhouse gas emissions and continuing implementation of the departmental Strategic Framework for Green Buildings (led by the Human Resources and Corporate Services Sector).
  • Federal Sustainable Development Strategy - Theme III Reporting - Continue to coordinate and lead departmental reporting under Theme III - Protecting Nature (Marine Ecosystems, Biological Resources, and Sustainable Aquaculture) through coordination and liaison with federal departments, and ongoing updates to key whole of government documents and departmental websites (led by Strategic Policy Sector).

Planning Highlights - Improving Fisheries Management Priority

Planning Highlights - Program-level

  • Improving Performance Information - Develop a performance reporting action plan guiding departmental performance information improvements including increased in-year reporting, drafting a Planning, Performance, and Risk Management Framework, and consultations on a performance reporting system (led by the Chief Financial Officer Sector).
  • Promoting Performance Management - Monitor the implementation of the Department's Performance Measurement Strategies (led by the Chief Financial Officer Sector).
  • New Cabinet Directive on Regulatory Management - Reduce regulations and administrative burdens imposed by regulations on small businesses (led by the Strategic Policy Sector).
Theme IV

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 target 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 table.

Governance and Management Support Sub-program

Financial Resources ($ millions)

Total Budgetary
Expenditures
(Main Estimates)
2013-14
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
77.3 77.4 77.3 76.4

Human Resources (FTE)

2013-14 2014-15 2015-16
498 499 498

Resource Management Services Sub-program

Financial Resources ($ millions)

Total Budgetary
Expenditures
(Main Estimates)
2013-14
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
87.0 87.2 89.8 88.7

Human Resources (FTE)

2013-14 2014-15 2015-16
931 906 905

Asset Management Services Sub-program

Financial Resources ($ millions)

Total Budgetary
Expenditures
(Main Estimates)
2013-14
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
122.5 122.6 119.5 117.6

Human Resources (FTE)

2013-14 2014-15 2015-16
329 329 328