Presentation on Profile of GC Internal Services Summary final updated version .95

1
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
2
Topics

• 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

3
Purpose of (draft) Profile of GC Internal Services

• Typically referred to as Corporate Services,
  the Government of Canadas (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 GCs 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

4
Background 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

5
(draft) Profile of GC Internal Services
6
(draft) Profile of GC Internal Services

• 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

7
(draft) Profile of GC Internal Services

• 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
8
(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 Crowns
interests in litigation. Service Groupings for
Legal Services include Legal Advice Preparation
of Legal Documents Litigation Services
Legislative Drafting Legal Oversight.
9
(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.
10
(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.
11
(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. Acquisitio
n 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).
12
(draft) Profile of GC Internal Services
13
Next 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

14
Annex

• SFO Working Group
• References

15
Annex - SFO Working Group (1 of 3)
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.
16
Annex - SFO Working Group (2 of 3)
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.
17
Annex - SFO Working Group (3 of 3)
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.
18
Annex - 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 Budgets (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)

19
(No Transcript)
20
Supporting Materials
21
The Public Service Value Chain
Strong services internally and externally
contribute to confidence in the public service
Internal Services
Engaged Supported Employees
Trust Confidence
Citizen Service Satisfaction
External Services
Modern and Transformed Government
Heintzman and Marson 2003
22
Draft Profile of GC Internal Services -
Activities and Approach -
Draft As Is Profile of Internal Services
August, 2006
Final Updated Draft To Be
SFO WG May, June, July Meetings
Activities
Policy Alignment and Affinity Groupings
SFO Feedback, Suggestions
Policy Framework Linkages
Review Suggested Revisions / Considerations
Controlled Vocabulary
approach to review and analysis guided by
supporting Policy Frameworks and individual
Policies.