Internal Services


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 service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: 

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


National Defence stood up the Data, Innovation and Analytics (DIA) organization in July 2018, encompassing the position of Chief Data Officer. DIA’s mission is to provide strategic leadership, governance, and guidance to transition the Department of National Defence (DND) and the Canadian Armed Forces (CAF) to a data-driven organization, with people who manage data as an enterprise asset and use it effectively for evidence-based decision-making. As a result, DND/CAF is implementing an enterprise analytics capability through Analytics Support Centres. During FY 2018-19, DIA created a network of federated data enablers and started forming a Centre of Expertise, where datasets are being organized and catalogued. DIA also created a change management unit that will support the analytics community and lead the broader departmental digital business transformation. DIA has engaged with stakeholders across DND/CAF to identify key areas of concern, data needs, data types and sources, and potential data uses. Additionally, a program management function was launched as the oversight body for enterprise digital business transformation initiatives. DIA also drafted Accountabilities, Responsibilities and Authorities, delivered enterprise models for building Analytics Support Centres across the Defence Enterprise, performed an initial evaluation of analytics maturity, drafted a DND/CAF Data Strategy, and began work on a Master Data Management Strategy. Furthermore, DIA contributed to the advancement of Artificial Intelligence practices and policy and launched a survey to assess the degree of adoption of Artificial Intelligence across the DND/CAF.

Financial management and planning

DND/CAF continue to deliver on the government’s commitment of transparency, results, and accountability. In FY 2018-19, governance bodies tracked the progress of Strong, Secure, Engaged (SSE) projects as well as their financial implementation. Key to National Defence success since the 2017 release of SSE has been the ability to engage stakeholders and bring projects forward in order to maximise efficiencies. Announced by Defence Minister Harjit Sajjan in May 2018 to improve openness, accountability, and results in Defence spending, the Defence Investment Plan (IP) brought SSE to life. The IP facilitated the effective management of key investments with flexibility and ensured that they are governed and approved in support of a clear understanding of Defence investment priorities. The overarching effect has been and continues to be a predictable and realistic funding and planning landscape that ensures National Defence flexibility in the pursuit of the necessary investments which has enabled its missions.

For additional information, please refer to the Defence Investment Plan 2018Footnote xcix.

The progress National Defence has made towards the implementation of a new funding model has been a key enabler for an effective management of the IP. To that end, the Capital Investment Fund (CIF) was formalised in April 2018 and has been the cornerstone to successfully delivering on the level of ambition envisioned by SSE. This resulted in an updated framework for the management of capital expenditures. This result was significant, as National Defence became the first department to transition to accrual basis planning for all capital assets. Using this updated framework, significant milestones were achieved in 2018-19 for major projects.  

For additional information, please refer to the Defence equipment purchases and upgradesFootnote c webpage for a list of key projects.

Civilian human resources management

Critical to successful implementation of Strong, Secure, Engaged is effective workforce requirement planning and execution. In a year that saw significant growth in our civilian population, we were able to implement many initiatives to better support a growing and thriving workforce. Last year, the organization launched a five Point Plan to ensure we can deliver on initiatives outlined in the Defence Policy. Over the year, we recorded significant improvements across the Human Resources (HR) service delivery system in the three priority areas of Pay, Staffing and Classification that are most affecting our workforce and management.

To further address ongoing issues with Phoenix and civilian pay, DND continued to add support to our compensation team by hiring more than 180 compensation specialists and support staff to respond to employee pay issues and enhanced the corresponding analytics support function to ensure measurable outcomes are delivered in support of evidence-based decision-making. Compensation capability on bases and wings across the country was also enhanced. Additional resources were hired to serve as on-site points of contact for employees and managers and help ensure that pay transactions are processed in a timely and accurate manner. Internal process improvements reduced the number of pay transactions that are rejected by the pay centre (causing delays) to less than 0.9% for all of DND. The HR-to-Pay stabilization efforts have yielded at 30% reduction in backlogged cases.

A number of staffing initiatives were implemented, such as the establishment of the Military Spouse Employment Initiative, which provides employment opportunities to spouses of military members, who have to relocate, on average, three times more than a typical Canadian family. The initiative saw over 700 candidates across Canada identified in the early stages of implementation. Hiring processes for former students were streamlined, along with the reduction of other administrative requirements, such as the implementation of e-signatures. Again this year, Defence exceeded its hiring target of 1,200 students. A Strategic Talent Acquisition and Recruitment Team was established to address key areas in recruitment and acquisition such as workforce rejuvenation, military families and veterans, and priority skills and occupations. Local and regional engagement resulted in some gains in representation of women in non-traditional roles.

Classification functions were also improved through the augmenting of standardized job description usage, ensuring only trained managers can authorize classification activities, and aligning positions with funding. To further support these initiatives, we established Partnership Agreements (Pas) with the majority of our internal Assistant Deputy Minister (ADM) level organizations. These Pas ensured the proper alignment of civilian HR capabilities to ADM level and departmental priorities, with the ability to mobilize and realign staff to emerging priorities accordingly. This has resulted in the increased efficiency of Staffing and Classification actions.

Additional investments were also made to increase our capacity to provide data analysis of our performance and civilian workforce business intelligence. A new Digital HR directorate was also stood up to support the department’s civilian HR mandate by designing and incorporating modern and customer-centred concepts in various applications and full embracing the Government of Canada’s new Digital Standards. During its first six months in operation, two key tools were developed: HR GO, a new Mobile HR application, and HR Connect RH, an online and phone service to support employees and managers with all HR matters, including compensation.

DND is also continuing to foster a healthy, respectful and inclusive workplace in support of the Government of Canada’s priorities through a number of key investments. Priorities such as anti-harassment and anti-discrimination, diversity and inclusion and GBA+ have all stood at the forefront of consideration when making decisions and developing new initiatives. In support of these diversity and inclusion and total health priorities, the Department was able to build on its strong union collaboration in areas such as the Office of Disability Management.

Gender, diversity, and inclusion

During FY 2018-19, the Defence Team’s capacity to apply GBA+ has increased exponentially. As of 31 March 2019, the Defence Team has a GBA+ Focal Point Network of approximately 83 individuals across DND and is supported by 14 full-time equivalents (FTE) with expertise in intersectional gender equality analysis. The Directorate of Gender Equality, Diversity and Inclusion delivered GBA+ training for DND focal points, specialized GBA+ training for subject matter experts as well as executives, and a one-on-one GBA+ Clinic Pilot. Four joint DND/CAF Institutional GBA+ trainings were developed and delivered to all Defence Team focal points. The CAF also delivered training on GBA+ in operations.

The CAF continued to work with international partners such as the Nordic Centre for Gender in Military Operations and the European Security and Defence College to facilitate opportunities for CAF members to attend courses focused on building knowledge and skills to operationalize gender perspectives. Additionally, guidance has been developed on applying gender perspectives into CAF operational planning processes.

GBA+ analysis requirements and guidance have been integrated throughout the Comprehensive Project Approval Directive document, which provides practical instructions to conduct and use GBA+ in the project lifecycle. GBA+ has also been embedded into the new Mobilizing Insights in Defence and Security program and GBA+ is now a rated criteria (20%) for Targeted Engagement Grants.

The CAF’s United Nations Security Council Resolutions (UNSCR) 1325 Implementation Working Group met three times in FY 2018-19 to discuss progress and challenges in implementing Canada’s National Action Plan on Women in Peace and Security. The CAF UNSCR 1325 Implementation Working Group identified opportunities for collaboration on large-scale projects and initiatives, such as potentially the Women, Peace and Security Chiefs of Defence Network and to streamline efforts on other gender-perspectives integration activities, such as training and education.

The development and provision of defence-related GBA+ training, the inclusion of GBA+ processes across the Defence Team, and the integration of gender perspectives into CAF operations to push the Women, Peace and Security agenda forward are part of ongoing efforts to fully integrate GBA+ and gender perspectives into all defence activities across the CAF and DND.

Communicating with Canadians

The breadth and scope of public affairs at Defence is multi-faceted and vast. In 2018-19, the following examples reflect just some of our efforts to communicate openly and transparently with Canadians:

  • The Media Relations Office managed 2,118 media requests, responding to 97% within deadlines, and issued 289 communications products to report progress on Defence initiatives;
  • More than 500 stakeholder engagement activities contributed to building better understanding within targeted audiences about Defence priorities, issues, and challenges;
  • To strengthen the Canadian Armed Forces, recruitment marketing campaigns were directed at supporting key recruitment priorities including hiring more women, increasing diversity, and addressing priority/threshold occupations and the Reserve Force; and
  • We made more improvements to the National Security and Defence theme on the Government of Canada’s website, Canada.caFootnote ci, so users could more easily find and access Defence information and services.

New National Defence headquarters

In 2017, at least 3,500 Defence Team members from the National Capital Region (NCR) moved into a newly renovated, state-of-the art workplace in Ottawa’s west end called National Defence Headquarters (Carling) – or NDHQ (Carling). That move was the first phase of an extensive undertaking and part of a larger plan to consolidate the defence footprint from over 40 locations in the NCR to approximately seven and relocate approximately 9,300 staff members from across the region to NDHQ (Carling) by end of FY 2019-20. Although delayed, Phase II began in April 2019 to move around 4,200 personnel to NDHQ (Carling). Phase III will involve moving the remaining personnel to the campus by March 2020. The consolidation of DND personnel to NDHQ (Carling) will increase efficiencies and reduce accommodation and operational costs for the Government of Canada. It is expected to save taxpayers $750 million over 25 years. Further, the new facility will allow personnel to work better together in a healthier and more modern environment with greater security.

Budgetary financial resources (dollars)

Main Estimates

Planned spending

Total authorities
available for use
Actual spending
(authorities used)
(Actual spending minus
Planned spending)
632,291,994 632,291,994 720,549,684 770,552,634 138,260,640

Human resources (full-time equivalents) 

Planned full-time equivalents
Actual full-time equivalents

(Actual full-time equivalents minus Planned
full-time equivalents)
3,246 3,347 101

Financial and human resources information for the Department of National Defence and the Canadian Armed Forces Program Inventory is available in the GC InfoBaseFootnote cii.

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