Internal Services : planned results


Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

  • 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; and
  • Acquisition Management Service.

Planning highlights

Financial management and planning

In FY 2020-21, the Department of National Defence (DND) and the Canadian Armed Forces (CAF) financial management and planning functions, including the current (in-year) forecasting function and the standardization of departmental future (out-year) financial planning processes, will be key factors enabling the institution to sustain Strong, Secure, Engaged: Canada’s Defence Policy (SSE) and to ensure its effective oversight and accountability. DND/CAF will continue to build and maintain a high-performing and client-focused financial management function by contributing to internal and government-wide talent management initiatives and act as a steward to the finance community for recruitment, talent management and retention to meet SSE ambitions.

DND/CAF will continue to modernize information management and technology, including advanced analytics for better knowledge management and select financial management tools that enable the integration of financial systems. In addition, the department’s Centre for Costing in Defence will continue to play a central role in ensuring that the cost estimates and risks of major projects comply with the Treasury Board’s guideline on Cost and Estimation for Capital Asset Acquisition in FY 2020-21.

Civilian human resources management

The focus for 2020-21 will be ensuring employee experience is front-of-mind and supported through sound people management and the civilian Human Resources (HR) business model. Critical to our success is identifying the right future civilian workforce requirements and ensuring strategies are in place to support the workforce needed to deliver on SSE initiatives.

Civilian HR will continue to modernize its tools and processes through Digital HR initiatives that will enable better, smarter, faster human resources and alleviate HR administrative burdens to create the space for good people management. Our civilian employees and military managers of civilians will have increased access to direct HR support and the answers to their questions that really matter.

Employee experience will be monitored through the Public Service Employee Survey as will the performance of employee-centric programs including the Diversity and Inclusion Strategy, the expansion of the Office of Disability Management and a new outcomes-based approach to Labour Relations. Support for civilian pay remains a priority with expanded departmental compensation support nationally and continuous HR-to-Pay process review and improvement. Looking forward, we will increase the understanding of DND’s future of work through interactive workforce analytics, HR business intelligence and future-thinking for informed workforce insights and decision-making.

Communicating with Canadians

Canadians look to a variety of sources for news and information. As required under the Government of Canada’s Policy on Communications and Federal Identity, Defence communications will be “digital first”. The department and the CAF will use multiple formats and channels to communicate and engage with Canadians about the work the Defence team is doing to protect Canada, defend North America in partnership with the United States and contribute to a more peaceful and stable world. Clear and accurate information — equally accessible to all Canadians — about how Defence personnel are serving them is necessary to inspire qualified applicants to join the CAF and demonstrate that investments in Canada’s defence priorities are delivering results.

National Defence Headquarters – Carling Campus

As National Defence completes its move to Carling Campus the following remaining activities will continue into FY 2020-21: completion of final occupant moves to Carling; completion of conference room and video teleconference information management and information technology installations; completion of any remaining change requests; and close out of Carling Campus Project.

Information Management

DND will continue to support the Government of Canada's information and data management priorities that are included in the Treasury Board's Policy on Service and Digital, as well as continue to support the Treasury Board's Directive on Open Government. Pursuant to evolving policy direction and emergent technologies, the Chief Information Officer organization will be conducting an options space assessment to inform decision-making on the departmental go-forward Enterprise Document and Records Management System.

Information Technology

DND will continue to modernize its Enterprise Resource Management systems to support the department's transition to evidence-based decision-making working in concert with DND’s Chief Data Officer organization to mature data architecture and management. The systems are used to capture DND’s business information related to finance, human resources, materiel and real property to inform decision-making and produce reports. Substantial effort and resources will be applied to its financial and materiel system of record based on SAP technology to modernize its business; improve its reporting, business intelligence and analytics capabilities; and maintain alignment with the Government of Canada enterprise financial management system.

DND will be aligning and working with the Government of Canada to utilize Enterprise Architecture to make more efficient and effective technology decisions and to meet the department’s transformational requirements.

Defence Data, Innovation, Analytics

DND has aligned its priorities to enable data and analytics throughout the department and contribute to the implementation of the defence policy. The following are DND’s priorities for FY 2020-21:

  • Following the direction of the new Treasury Board Secretariat (TBS) Policy of Service and Digital and in accordance with the Defence Data Strategy, the department will implement a data governance framework and policy instruments to support enterprise-wide data management. In doing so, we will initiate the development of a master data program and a data quality framework. Furthermore, we will also foster data modelling capabilities to support the development of an enterprise data model;
  • Release Phase II of the Analytics Roadmap and Operating model, which will develop an integrated plan to support implementation across the department;
  • Establish a data-driven, goal-oriented culture to empower business process innovation across the Defence enterprise;
  • Continue to enhance education and training to enable analytics and sound data practices across DND/CAF; and
  • Coordinate a client-centric service design and delivery mechanism in compliance with the new TBS Policy on Service and Digital.


To better support the Defence team, the department’s civilian HR team plans to continue investigating and testing further analytic enhancements, automation and mobile technology to optimize HR service delivery.

Additional Defence related experimentation activities are outlined in this report under Core Responsibility 4 – Future Force Design.

Key Corporate Risk(s)

IT Management – There is a risk that DND/CAF may have difficulty maintaining its information technology capabilities at the right level to support operations.

The risk above can affect the department’s ability to achieve the Departmental Results of this the Internal Services Core Responsibility.

As the Defence Departmental Results Framework reflects a chain of delivery from conceiving of the required armed forces, to developing them and then executing operations, the activities to mitigate the risks of the Internal Services Core Responsibility can also be found in other Core Responsibilities which deliver building blocks that enable the results Internal Services.

Planned budgetary financial resources

2020–21 budgetary spending (as indicated in Main Estimates)
2020–21 Planned spending
2021–22 Planned spending 2022–23 Planned spending
695,921,525 699,552,288 706,757,279 726,241,644

Planned human resources

2020–21 Planned full-time equivalents 2021–22 Planned full-time equivalents
2022–23 Planned full-time equivalents
5,293 5,308 5,321
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