presentation on profile of gc internal services - summary

Presentation onProfile of GC Internal Services

- Summary - (final updated version .95)

Richard Bryson

Senior Director

Alignment and Interoperability Division

Chief Information Officer Branch

Bruce Stacey

Executive Director

Results-based Management Division

June 5, 2008

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TopicsTopics

• Purpose of (draft) Profile of GC Internal Services

• Background \ Approach

• (draft) Profile of GC Internal Services• Service Groupings• Definitions of 11 groupings• Outline Summary View

• Next Steps

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Purpose of (draft) Profile of GC Internal ServicesPurpose of (draft) Profile of GC Internal Services

• Typically referred to as “Corporate Services”, the Government of Canada’s (GC) Internal Services enable public programs, as well as other internal services, to operate more efficiently and effectively

• The Profile of GC Internal Services outlines a whole-of-government perspective and reference of the GC’s internal services for supporting a common government-wide approach to planning, design, budgeting, reporting and communications of GC internal services

• As described in Management, Resources, and Results Structure Policy: Instructions to Departments for Developing a Management, Resources, and Result Structure (Treasury Board of Canada Secretariat):

• “The MRRS Policy provides the federal government with an integrated, modern expenditure management framework to establish a common government-wide approach to the collection, management, and public reporting of financial and non‑financial performance information. …”

• “The PAA is an architecture consisting of a structured inventory of programs being delivered that contribute to the achievement of the department's Strategic Outcomes. …”

• “Internal services are an integral part of the PAA and should be set out in a separate Program Activity”

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Background & ApproachBackground & Approach

• Initial draft – August 2006 prepared by TBS, Chief Information Office Branch (CIOB)• based upon research and analysis of common GC internal service support requirements, best

practices, Expenditure Reviews (ERC 2004), service design initiatives (e.g. CPSA HR Design, CIOB Profile of IT), best practice reference models (e.g. Governments of Canada Strategic Reference Models (GSRM) - CIOB, Multi-Institutional Disposition Authorities, Common Administrative Records – Library and Archives )

• Incorporated as part of the MRRS Policy: Instructions to Departments for Developing a Management, Resources, and Result Structure, in preparation for the PAA update process for 2008-09 (Annex Treasury Board of Canada Secretariat Profile of the 13 Internal Service Categories)

• Review and Refinements, Internal Services SFO Working Group – April to October, 2007• Results-based Management (RBM) Directorate of TBS presented Profile of Internal Services at

Quarterly SFO meeting• Formed SFO working group for review, refinements and recommendations• Internal Services SFO Working Group, comprised of a group representing departments (see Annex);

co-chaired by RBM and CIOB of TBS• Completed working sessions, building in refinements and feedback; including analysis and alignment

with more recent TBS management policies as a basis for controlled vocabulary• Results and Recommendations completed by Internal Services SFO working group - October 31/07

• Presentations for final endorsement and confirmation being completed by TBS (RMS and CIOB, co-chairs) by Q1 2008/09

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(draft) Profile of GC Internal Services(draft) Profile of GC Internal Services

Management & Oversight

Legal

HR Management Real Property

Financial Management

Communications

Materiel

Acquisition

Information Management

Information Technology

Travel & Other

Internal Services

GC

Programs

GC

Programs

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Internal Services

• Governance & Management Support• Management & Oversight• Communications• Legal

• Resource Management Services• Human Resource Management• Financial Management• Information Management• Information Technology • Travel and Other Administrative Services

• Asset Management Services• Real Property• Materiel• Acquisition

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Internal Services

• Governance & Management Support• Management & Oversight• Communications• Legal

• Resource Management Services• Human Resource Management• Financial Management• Information Management• Information Technology • Travel and Other Administrative Services

• Asset Management Services• Real Property• Materiel• Acquisition

Program Activity

Sub-Activity

Sub-Sub Activity

Sub-Sub Activity

Sub-Sub Activity

Sub-Activity

Sub-Sub Activity

Sub-Sub Activity

Sub-Sub Activity

Sub-Sub Activity

Sub-Sub Activity

Sub-Activity

Sub-Sub Activity

Sub-Sub Activity

Sub-Sub Activity

Micro Agencies (15 FTEs or less): report at single Program Activity Level (ONLY)Smaller Departments / Agencies (less than 500 FTEs & less than $300M total budget): report at 3 Sub-Activity Levels (ONLY)All Other Departments / Agencies (500 FTEs or more and/or $300M or more total budget): report at all 11 Sub-Sub Activity Levels

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(draft) Profile of GC Internal Services- Governance and Management Support -

(draft) Profile of GC Internal Services- Governance and Management Support -

Management and Oversight Services

Definition. Management and Oversight Services involve activities undertaken for determining strategic direction, and allocating resources among services and processes, as well as those activities related to analyzing exposure to risk and determining appropriate countermeasures. They ensure that the service operations and programs of the federal government comply with applicable laws, regulations, policies, and/or plans. Service Groupings for Management and Oversight Services include: Strategic Policy and Planning and Government Relations (incl. Federal / Provincial / Territorial / International); Executive Services; Corporate Policy, Standards, Guidelines; Program / Service Management; Investment Planning; Project Management; Risk Management; Performance and Reporting; Internal Audit; Evaluation.

Communications Services

Definition. Communications Services involve activities undertaken to ensure that Government of Canada communications are effectively managed, well coordinated and responsive to the diverse information needs of the public. The communications management function ensures that the public – internal or external – receives government information, and that the views and concerns of the public are taken into account in the planning, management and evaluation of policies, programs, services and initiatives. Service Groupings for Communications Services include: Public Opinion Research; Corporate Identity; Consultations; Media Relations; Advertising, Fairs, Exhibits; In-Person Service, Telephone, Facsimile, Mail, Internet; Translation; Publications.

Legal Services

Definition. Legal Services involve activities undertaken to enable government departments and agencies to pursue policy, program and service delivery priorities and objectives within a legally sound framework. Services include the provision of: policy and program advice, direction in the development and drafting of the legal content of bills, regulations, and guidelines; assistance in the identification, mitigation and management of legal risks; legal support in ensuring compliance and enforcement of standards, regulations and guidelines; and representing the Crown’s interests in litigation. Service Groupings for Legal Services include: Legal Advice; Preparation of Legal Documents; Litigation Services; Legislative Drafting; Legal Oversight.

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(draft) Profile of GC Internal Services- Resource Management (1 - 2) -

(draft) Profile of GC Internal Services- Resource Management (1 - 2) -

Human Resources Management Services

Definition. Human Resources Management Services involve activities undertaken for determining strategic direction, allocating resources among services and processes, as well as activities relating to analyzing exposure to risk and determining appropriate countermeasures. They ensure that the service operations and programs of the federal government comply with applicable laws, regulations, policies, and/or plans. Service Groupings for Human Resources Management Services include: HR Planning, Work, Organization Design and Reporting; Job and Position Management; Employee Acquisition and Orientation; Total Compensation; Employee Performance, Learning, Development and Recognition; Permanent and Temporary Separations; Workplace Management.

Financial Management Services

Definition. Financial Management Services involve activities undertaken to ensure the prudent use of public resources, including planning, budgeting, accounting, reporting, control and oversight, analysis, decision support and advice, and financial systems. Service Groupings for Financial Management Services include: Financial Planning & Budgeting; Accounting Management; Expenditure Control; Payments Service; Collections and Receivables Service; Asset and Liability Management Service.

Information Management Services

Definition. Information Management Services involve activities undertaken to achieve efficient and effective information management to support program and service delivery; foster informed decision making; facilitate accountability, transparency, and collaboration; and preserve and ensure access to information and records for the benefit of present and future generations. Information management is the discipline that directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation. Service Groupings for Information Management Services include: Information Needs Management; Information Structure Design and Maintenance; Information Acquisition; Information Organization; Information Provisioning; Information Protection, Preservation and Disposition.

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(draft) Profile of GC Internal Services- Resource Management (2 – 2) -

(draft) Profile of GC Internal Services- Resource Management (2 – 2) -

Information Technology Services

Definition. Information Technology Services involve activities undertaken to achieve efficient and effective use of information technology to support government priorities and program delivery, to increase productivity, and to enhance services to the public. The management of information technology includes planning, building (or procuring), operating and measuring performance. Service Groupings for Information Technology Services include: Distributed Computing; Application/Database Development & Maintenance; Production and Operations Computing; Telecommunications Network – (Data and Voice); IT Security.

Travel and Other Administrative Services

Definition. Travel and Other Administrative Services include GC travel services, as well as those other internal services that do not smoothly fit with any of the internal services categories. Service Groupings for Travel and Other Administrative Services include: Travel; Other Administrative Services.

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(draft) Profile of GC Internal Services- Asset Management -

(draft) Profile of GC Internal Services- Asset Management -

Real Property Services

Definition. Real Property Services involve activities undertaken to ensure real property is managed in a sustainable and financially responsible manner, throughout its life cycle, to support the cost-effective and efficient delivery of government programs. Real property is defined as any right, interest or benefit in land, which includes mines, minerals and improvements on, above or below the surface of the land. Service Groupings for Real Property Services include: Acquisition; Operations and Management; Disposal.

Materiel Services

Definition. Materiel Services involve activities undertaken to ensure that materiel can be managed by departments in a sustainable and financially responsible manner that supports the cost-effective and efficient delivery of government programs. Materiel is defined as all movable assets, excluding money and records, acquired by Her Majesty in right of Canada. Materiel management entails all activities necessary to acquire, hold, use and dispose of materiel, including the notion of achieving the greatest possible efficiency throughout the life cycle of materiel assets. Service Groupings for Materiel Services include: Acquisition; Operations and Management; Disposal.

Acquisition Services (formerly Procurement Services)

Definition. Acquisition Services involve activities undertaken to acquire a good or service to fulfil a properly completed request (including a complete and accurate definition of requirements and certification that funds are available) until entering into or amending a contract. Service Groupings for Acquisition Services include: Goods Acquisitions; Services Acquisitions; Construction Acquisitions; Other Acquisitions (acquisitions that fall outside the definitions of goods or services).

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Management and Oversight ServicesStrategic Policy & Planning and Government RelationsExecutive ServicesCorporate Policy, Standards, GuidelinesProgram / Service ManagementInvestment PlanningProject ManagementRisk ManagementPerformance and ReportingInternal AuditEvaluation Communications ServicesPublic Opinion ResearchCorporate IdentityConsultationsMedia RelationsAdvertising, Fairs, ExhibitsIn-Person Service, Telephone, Facsimile, Mail, InternetTranslationPublications

Legal ServicesLegal AdvicePreparation of Legal DocumentsLitigation ServicesLegislative DraftingLegal Oversight

Human Resources Management ServicesHR Planning, Work, Organization Design and ReportingJob and Position ManagementEmployee Acquisition and OrientationTotal CompensationEmployee Performance, Learning, Development and RecognitionPermanent and Temporary SeparationsWorkplace Management

Financial Management ServicesFinancial Planning & BudgetingAccounting ManagementExpenditure ControlPayments ServiceCollections and Receivables ServiceAsset and Liability Management Service

Information Management ServicesInformation Needs ManagementInformation Structure Design and MaintenanceInformation AcquisitionInformation OrganizationInformation ProvisioningInformation Protection, Preservation and Disposition

Information Technology ServicesDistributed ComputingApplication/Database Development & MaintenanceProduction and Operations ComputingTelecommunications Network (Data and Voice)IT Security

Real Property ServicesAcquisitionOperations and ManagementDisposal

Materiel ServicesAcquisitionOperations and ManagementDisposal

Acquisition ServicesGoods AcquisitionsServices AcquisitionsConstruction AcquisitionsOther Acquisitions

Travel and Other Administrative ServicesTravelOther Administrative Services

TBS, CIOB, AID April 21, 2008

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Next StepsNext Steps

• Presentations for final endorsement and confirmation being completed by TBS (RMS and CIOB, co-chairs) - by Q1 2008/09

• Senior Financial Officer (SFO) Committee – Next Quarterly Meeting• (Completed) MRRS Steering Committee • (Completed) Directors Coordinating Committee (DCC)

• (Completed) Finalize definitions for “micro” and “smaller dept / agency”

• Publication of final version - by Q1 2008/09

• Incorporate revised Profiles of the GC Internal Services as part of the next PAA update process for the 2009-2010

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AnnexAnnex

• SFO Working Group

• References

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Annex - SFO Working Group (1 of 3)Annex - SFO Working Group (1 of 3)

Participant’s Name* Organizations Phone E-mail

Richard Bryson (Co-chair)Senior Director,Alignment and Interoperability Division Chief Information Officer Branch

Treasury Board of Canada, Secretariat

(613) 952-0117 [email protected]

Bruce Stacey (Co-chair)Director, Results Management Strategies,Results-based Management Division



Marta CarisCorporate and Administrative Services Initiative



Filipe DinisA/Director GeneralResource Management Directorate

Canada Revenue Agency (613) 957-7339 [email protected]

David HumDirector, Costing and Performance Reporting,Resource Management Directorate


Alternate: Sandra Holden-WoodPerformance Reporting Section


* Represents original Working Group members who worked on the development of the revised Internal Service profile categories. An updated membership list of the SFO Working Group can be provided upon request.

mailto:[email protected]





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Mark MelansonDirector,Financial Management DivisionCorporate Management Branch

Library and Archives Canada (819) 934-4627 [email protected]

Danielle DuboisA/Director,Corporate Planning and Reporting,Corporate Planning, Reporting and Evaluation

Public Service Commission (613) 995-9051 [email protected]

Suzanne LaplanteDirector,Comptrollership Systems,Comptroller’s Branch

Correctional Service Canada (613) 996-4046 [email protected]

Johanne Truchon Director,Financial Planning and Reporting,Finance Branch

Public Works and Government Services Canada


Alternate: Diane HallManager Financial Planning and Reporting

Public Works and Government Services Canada



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Jean-Philippe LapointeA/Director, Strategic Planning and Modern Management

Communications Security Establishment


Alternate: Stephen M. CoakerStrategic Management Advisor Strategic Planning and Modern Management

Communications Security Establishment


Mary Ellen McGuireDirector,Corporate Planning and Management Practices Directorate

Immigration Refugee Board of Canada


Sue MilkSenior Advisor, Integrated Planning and Reporting

Fisheries and Oceans Canada (613) 993-6075 [email protected]

Other Attendees

Antonietta TestaSenior Analyst



Don LearningSenior Project CoordinatorAlignment and Interoperability Division, CIOB




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Annex - ReferencesAnnex - References

• GC Expenditure Review Committee – ERC CAS Survey (TBS 2004, 2005)• GC Expenditure Review Committee – Final Report (TBS 2005)• Defining Corporate Services Components - SFFO Working Group (TBS, 2003)• End-to-end HR Story - draft (Public Service Human Resource Management Agency of Canada (PSHRMAC), 2006)• GC Corporate Administrative Services Review (Treasury Board Secretariat, Chief Information Officer Branch, 2005)• IM Program Vision - draft (Treasury Board Secretariat, Chief Information Officer Branch, Information Management Strategies

Division, 2006)• Information Management Program and Services Alignment Model (PSAM) (Treasury Board Secretariat, Chief Information Officer

Branch, Information Management Strategies Division, 2006)• Profile of GC IT Services (Treasury Board Secretariat, Chief Information Officer Branch, Enterprise Architecture, 2006)• Business Activity Classification Sub-system (BASC), Organizing Business Information to Meet Government Objectives (Library

and Archives Canada, 2006)• Multi-Institutional Disposition Authorities, Common Administrative Records – Administration, Modern Comptrollership, Human

Resources, Real Property (Library and Archives Canada, 1999, 2006)• Federated Enterprise Architecture (FEA) Consolidated Reference Model Document (Office of Management and Budget’s (OMB),

2005) • GSRM - Business Transformation Enablement Program - Executive Overview, Methodology, Service Patterns, Handbook

(Treasury Board Secretariat, 2004)• Initial Target HR Business Design, (Public Service Commission (PSC), 2006)• Support Services Process Framework (Natural Resources Canada, 2003)• TBS Policy Suite Renewal (PSR) – Treasury Board Secretariat, 2007)• TBS Policies (various): MRRS, Internal Audit, Information Management, Management of Information Technology, HR related

policies, Finance related policies, Real Property, Materiel, Procurement, Project Management, Investment Planning, Risk Management, Communications; and associated Policy Frameworks

• TBS MRRS PAA Instructions – 2007-07 (Treasury Board Secretariat)• TBS MAF (Treasury Board Secretariat)• APQC Process Classification Framework (APQC 2006)

Supporting Materials

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The Public Service Value ChainThe Public Service Value Chain

Modern and Transformed Government

Strong services internally and externally contribute to confidence in the public service

Engaged &

Supported Employees

Internal Services

External Services

Trust&

Confidence

CitizenService

Satisfaction

*Heintzman and Marson 2003

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… approach to review and analysis guided by supporting Policy Frameworks and individual Policies.… approach to review and analysis guided by supporting Policy Frameworks and individual Policies.

Draft Profile of GC Internal Services - Activities and Approach - Draft Profile of GC Internal Services - Activities and Approach -

SFO WG May, June, July Meetings

SFO WG May, June, July Meetings

Draft “As Is” Profile of Internal Services

August, 2006

Draft “As Is” Profile of Internal Services

August, 2006

ActivitiesActivities

SFO Feedback,

Suggestions

SFO Feedback,

Suggestions

Review Suggested Revisions /

Considerations

Review Suggested Revisions /

Considerations

Final Updated Draft

“To Be”

Final Updated Draft

“To Be”

Controlled VocabularyControlled Vocabulary

Policy Alignment

andAffinity

Groupings

Policy Alignment

andAffinity

Groupings

Policy FrameworkLinkages

Policy FrameworkLinkages

presentation on profile of gc internal services - summary

Documents

profile of internal

gcs internal services

corporate services

subactivity levels

subsub activity levels

oversight services definition

recent tbs management

ciob profile