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Report on Plans and Priorities 2014-15

Internal Services

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.

Budgetary Financial Resources (dollars)

2014-15
Main Estimates
2014-15
Planned Spending
2015-16
Planned Spending
2016-17
Planned Spending
290,577,438 290,577,438 277,255,164 270,986,605

Human Resources (full-time equivalents)

2014-15 2015-16 2016-17
1,708.0 1,706.0 1,694.0

 

Theme III

Federal Sustainable Development Strategy (FSDS) Target Led by Fisheries and Oceans Canada

Fisheries and Oceans Canada is a participant in the 2013-16 Federal Sustainable Development Strategy and contributes to the Theme IV (Greening Government Operations) targets through the Internal Services program. The Department plans to:

  • Reduce the departmental greenhouse gas emissions from its buildings and vehicle fleet by 11% below 2005 levels by 2020;
  • Achieve an industry-recognized level of high environmental performance in Government of Canada real property projects and operations;
  • Take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement;
  • Develop an approach to maintain or improve the sustainability of its workplace operations;
  • Establish SMART targets to reduce the environmental impact of its services to clients; and
  • Take further action to improve water management within its real property portfolio.

Additional details on Fisheries and Oceans Canada's activities can be found in the Greening Government Operations Supplementary Information Table.

Planning Highlights

  • Continue 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.

  • Advance the principles of Blueprint 2020 (BP2020) to achieve a vision for a revitalized, world-class public service and identify opportunities to implement BP2020 initiatives within the Department.

  • Update and implement a five-year science strategy to support key science activities and to ensure that Fisheries and Oceans Canada decision making continues to be informed by sound science advice.

  • Implement the Treasury Board Secretariat’s policy on performance management to strengthen people management in support of a culture of high performance.  In addition, examine current practices and approaches on succession planning and career development and ensure overall alignment with the new talent management framework for non-executives.

  • Continue 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 includes the facilitation of innovation and collaboration through:

    • Facilitation of transition to Workplace 2.0;
    • Supporting collaborative technologies; and
    • The development of a departmental Application Portfolio Management Strategy.
  • Improve 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.
  • Continue 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.

  • Implement 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 includes continuing 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 will be undertaken with Fisheries and Oceans Canada/Canadian Coast Guard programs to meet Departmental objectives.