Canada Energy Regulator – 2022–23 Departmental Plan

Internal services: planned results

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management Services
• Financial Management Services
• Information Management Services
• Information Technology Services
• Real Property Management Services
• Materiel Management Services
• Acquisition Management Services

Planning highlights

The CER’s Internal Services are vital to the organization’s success because they keep things running, ensuring employees have the tools they need to deliver high-quality work in the Canadian public interest. For 2022–23, Internal Services will support the identification and implementation of actions within the four Strategic Priorities: Trust and Confidence; Reconciliation; Competitiveness; and Data and Digital Innovation, discussed earlier in this report. Internal Services will also lead the Data and Digital Innovation Strategic Priority.

Internal Services will align programs and supports, identifying gaps between current structures and those required to meet the CER’s Mission, Vision, and Strategic Priorities, to create and maintain an engaged, empowered, and exemplary workforce. The three-year Strategic Workforce Plan will ensure the CER enhances organizational leadership practices through culture, policy, and program support, change management, and communication.

In 2022–23, Internal Services will:

• integrate the Government of Canada-standard SAP platform through the Financial System Modernization Project as the CER’s financial and materiel management system;
• support central agencies and other government departments in the implementation of NextGen HR and Pay System Solution;
• invest in a competitive workforce by offering data and digital training opportunities to drive organizational culture change;
• increase the accessibility of data and information through open data sets and user-friendly interfaces. Projects in data mining, structuring, interaction, and analytics will make information more easily accessible, searchable, and usable for a broader range of users;
• adopt GCDocs, enabling consistent information management processes and solutions through technology and governance;
• enhance regulatory efficiency and effectiveness by providing staff with digital solutions that reduce manual interventions for routine, low-risk administrative applications;
• streamline regulatory filing systems to improve the CER’s potential for process automation and data analytics;
• advance the use of IT cloud services within the CER to improve enterprise mobility and support CER’s digital transformation initiatives;
• increase use of visual and digital elements in communications products and on the website;
• strengthen performance planning and reporting and increase program management competencies;
• ensure reporting and data is robust, including projections to quantify and fill gaps in representation, and offer additional targeted opportunities based on the organizational need to support and advance reconciliation;
• support implementation of the Diversity and Belonging Roadmap;
• conduct a workplace culture audit; and
• lead the CER’s The Future of Our Workplace Initiative.

Planned budgetary spending for internal services

The following table shows, for internal services, budgetary spending for 2022–23, as well as planned spending for that year and for each of the next two fiscal years (dollars).

Planned human resources for internal services

The following table shows, in full-time equivalents, the human resources the department will need to carry out its internal services for 2022–23 and for each of the next two fiscal years.

Date modified:

2022-02-25