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Minister's Message
Last year, the Industry Portfolio played a key role in advancing the government's agenda in Year 2 of Canada's Economic Action Plan.
Specific stimulus measures taken by the Industry Portfolio under Canada's Economic Action Plan were aimed at boosting economic development, supporting small and medium-sized enterprises, improving Canada's research and development capacity and strengthening communities. The Portfolio's stimulus measures targeted communities through the Marquee Tourism Events Program and the Broadband Canada: Connecting Rural Canadians program. Further investments in the Industrial Research Assistance Program, the Industrial Research and Development Internship program, the Canada Graduate Scholarships Program and the Knowledge Infrastructure Program expanded Canada's research and development capacity. Investing in the Canadian space industry maintained Canadian expertise and leadership in space robotics. Through these and other stimulus initiatives, we helped create jobs, build communities and nurture the roots of economic recovery.
In 2010–11, Statistics Canada continued to provide Canadians with trusted information in response to the nation's highest priority of supporting public and private decision making. Preparations were completed for the 2011 Census of Population and the new voluntary National Household Survey, which will provide Canadians with a rich source of information. Statistics Canada also continued to renew statistical programs by increasing access to data and the efficiency of its operations.
Cultivating an environment for job creation, growth and competitiveness, both domestically and internationally, remains a priority for the Industry Portfolio. We will work to improve cost-effectiveness and efficiency and will contribute to the Government of Canada's priority of balancing the budget and achieving real results for all Canadians.
It is my pleasure to present Statistics Canada's Departmental Performance Report for 2010-11.
The original version was signed by Christian Paradis, Minister of Industry and Minister of State (Agriculture)
Chief Statistician's Message
Throughout 2010-11, Statistics Canada continued its tradition of providing Canadians with accurate, timely and objective information on the state of Canada's economy, environment and society. The agency published new information releases every business day of the year. For the most important monthly and quarterly economic data, Statistics Canada announced planned release dates a year in advance. Every announced date was met, without exception, ensuring decision makers had the information they required to guide economic and social policy and to manage their affairs.
Statistics Canada also met some unique challenges during 2010-11. The agency implemented major methodology and collection changes in both the 2011 Census and the new voluntary National Household Survey. In other significant developments, a multi-year enhancement of the Consumer Price Index program was successfully launched, and steps were taken to provide extended statistical support to the Harmonized Sales Tax program.
The year also saw substantial progress in a long-term initiative to improve the efficiency, robustness and responsiveness of the agency's business structures, systems, processes and practices. A number of components of the broader initiative were successfully completed, enabling redeployment of funds to ensure the continuity and the quality of Statistics Canada's programs. These investments will also serve to reduce the response burden imposed by surveys on Canadian businesses and farmers.
On behalf of all the employees of Statistics Canada, I invite Canadians to visit our website at www.statcan.gc.ca and make the widest possible use of the agency's information offerings.
The original version was signed by Wayne R. Smith
Chief Statistician of Canada
Section I: Organizational Overview
Raison d'être
The Government of Canada established Statistics Canada to ensure that Canadians have access to a trusted source of official statistics on Canada. Access to trusted information is fundamental in an open, democratic society to support decision making by citizens and their elected representatives. A large portion of Statistics Canada's activities is devoted to meeting the needs of federal, provincial and territorial government policy departments and continually measuring Canadian socioeconomic dynamics and emerging trends.
Statistics Canada's mandate comes primarily from the Statistics Act. The act requires that the agency collect, compile, analyse and publish statistical information on the economic, social and general conditions of the country and its people. This mandate covers a broad range of statutory requirements, as well as contractual obligations.
The Statistics Act requires Statistics Canada to conduct a census of population and a census of agriculture every fifth year. The act also confers substantial powers on the agency to collect information for statistical purposes through surveys of businesses and households and through exploiting administrative data held by Canadian institutions.
Statistics Canada is also mandated to co-ordinate and lead the national statistical system, specifically to avoid duplication in the information collected by government. Statistics Canada is a leader among world statistical agencies in reducing reporting burden using administrative data, partnerships and cost-recovery arrangements with other organizations.
Responsibilities
Statistics Canada works to ensure that Canadians have access to a trusted source of statistics on Canada that meet their highest priority information needs. Access to trusted statistical information is an essential underpinning of democratic societies, both to support evidence-based decision making in the public and private sectors and to inform debate on public policy issues.
Under the Constitution Act of 1867, "census and statistics" was made a federal jurisdiction. Parliament has exercised its responsibility for the census and statistics primarily through the Statistics Act. The act creates Statistics Canada as Canada's national statistical office and establishes its mandate, powers and obligations.
Under the Statistics Act, participation in surveys is compulsory for households and businesses, although the agency can declare participation in a survey to be voluntary. This is often done for household surveys. Administrative records can also be acquired to aid the agency's work. In tandem with these powers, Statistics Canada is charged with ensuring the confidentiality of information in its hands and limiting the use of that information to statistical purposes.
Finally, to promote the efficiency of the national statistical system, Statistics Canada is mandated to collaborate with other government departments, as well as with provincial and territorial governments, to develop a well-integrated, coherent national system of statistics that minimizes duplication and reporting burden on households and businesses.
Statistics Canada is also mandated under the Corporations Returns Act to collect and publish information on inter-corporate ownership in Canada, notably foreign ownership of Canadian enterprises. The particularity of the Corporation Returns Act is that it allows Statistics Canada to disclose information on the ownership of individual corporations, something that would be prohibited under the Statistics Act.
Numerous federal and provincial laws and regulations specifically require information from Statistics Canada for their implementation. Some key examples are the Canada Pension Plan Act (Consumer Price Index); the Employment Insurance Act (Labour Force Survey); the Federal–Provincial Fiscal Arrangements Act (numerous economic and demographic measures); the Income Tax Act (Consumer Price Index); the regulations to the Official Languages Act (census data on official languages); and the Electoral Boundaries Readjustment Act (census).
Statistics Canada's Corporate Management Framework illustrates how the agency fulfills its responsibilities. For details on this framework, and on the enablers that allow the strategic outcome to be achieved, please see http://www.statcan.gc.ca/about-apercu/reports2-rapports2-eng.htm.
Strategic Outcome and Program Activity Architecture
Statistics Canada is part of the Government Affairs outcome area in the Whole of Government performance framework—a transparent, accountable and responsive federal government—through which the Government of Canada safeguards public trust in government; strengthens the interaction between government and Canadians; delivers services that are responsive to the needs of citizens; and implements measures to ensure the federal government is both transparent and accountable to its citizens. Although the official categorization places Statistics Canada in the Government Affairs domain, the agency contributes to most federal government outcomes in the domains of economic, social, international and government affairs. This contribution is both direct, by informing public debate and decision making outside the federal government, and indirect, by supporting policy formulation, implementation and evaluation within the federal government.
Statistics Canada's strategic outcome, which is supported by a framework of program activities and subactivities, follows:
Strategic Outcome
Canadians have access to timely, relevant and quality statistical information on Canada's changing economy and society for informed debate, research and decision making on social and economic issues.
Statistics Canada's Program Activity Architecture is shown in Figure 1.
Organizational Priorities
To support decision making by Canadians and their elected representatives, Statistics Canada remained committed to providing access to a trusted source of information. The main accomplishments in 2010-11 were to ensure that our information was more easily accessible, that our economic and social statistics remained strong in relevance and quality, that our 2011 Census preparations were completed, and that our operations continue to pursue the highest possible efficiency. The agency also identified and implemented cost-saving measures to accommodate the government's five-year freeze of operating budgets announced in Budget 2010. Notable among these measures were the cancellations of the National Population Health Survey and the Survey of Financing of Small and Medium-sized Enterprises, as well as slight reductions to analytical and dissemination programs.
In Table 1, which follows, the twenty priorities identified in the 2010-11 Report on Plans and Priorities are listed and evaluated. The priorities are enumerated under the four broad priority categories used in the 2011-12 Report on Plans and Priorities. These categories comprise: deliver ongoing economic and social statistics programs; conduct the Census of Population, the Census of Agriculture, and the National Household Survey; continue to renew statistical programs; and improve the agency's business processes and further integrate its results-based corporate infrastructure.
The following scale is used to evaluate performance in both Section I and Section II of this document.
Performance/Priority Status Legend
Exceeded: More than 100% of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding Report on Plans and Priorities (RPP) was achieved during the fiscal year.
Met all: 100% of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
Mostly met: 80 to 99% of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
Somewhat met: 60 to 79% of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
Not met: Less than 60% of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
| Priority | Type1 | Program Activities |
|---|---|---|
| Deliver ongoing economic and social statistics programs | Ongoing | Economic Statistics, Social Statistics |
| Status: Met all | ||
|
||
| 1. Type is defined as follows: 'previously committed to'—committed to in the first or second fiscal year before the subject year of the report; 'ongoing'—committed to at least three fiscal years before the subject year of the report; and 'new'—newly committed to in the reporting year of the DPR. | ||
| Priority | Type1 | Program Activities |
|---|---|---|
| Conduct the Census of Population, the Census of Agriculture, and the National Household Survey | Ongoing | Census, Demography and Aboriginal Statistics |
| Status: Met all | ||
|
||
| 1. Type is defined as follows: 'previously committed to'—committed to in the first or second fiscal year before the subject year of the report; 'ongoing'—committed to at least three fiscal years before the subject year of the report; and 'new'—newly committed to in the reporting year of the DPR. | ||
| Priority | Type1 | Program Activities |
|---|---|---|
| Continue to renew statistical programs | Ongoing | Economic Statistics, Social Statistics, Census, Demography and Aboriginal Statistics |
| Status: Mostly met | ||
|
||
| 1. Type is defined as follows: 'previously committed to'—committed to in the first or second fiscal year before the subject year of the report; 'ongoing'—committed to at least three fiscal years before the subject year of the report; and 'new'—newly committed to in the reporting year of the DPR. | ||
| Priority | Type1 | Program Activity |
|---|---|---|
| Improve the agency's business processes and further integrate its results-based corporate infrastructure | Ongoing | Internal Services |
| Status: Mostly met | ||
|
||
| 1. Type is defined as follows: 'previously committed to'—committed to in the first or second fiscal year before the subject year of the report; 'ongoing'—committed to at least three fiscal years before the subject year of the report; and 'new'—newly committed to in the reporting year of the DPR. 2. New hires include employees who have qualified and have been appointed from the agency's external recruitment programs. These may include current Statistics Canada employees and employees transferred in from other government departments who have met the educational qualifications and required experience identified in the selection process. These qualified candidates are not considered new hires. |
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Risk Analysis
While risk management has always been an important part of Statistics Canada's operations, significant progress has been made over the past year in bringing risk considerations to the forefront using a risk management model. Forward-looking environmental scans, external consultations, program evaluations and quality review activities are among the mechanisms used to refresh the risk register and corporate risk profile. Decisions are made on how to optimize the organization's structure and business practices with respect to the current and future achievement of corporate objectives. The risk management model helps senior management identify, monitor and prioritize risk management activity and investments.
In the integrated risk management model Statistics Canada has implemented, risks are identified, assessed, addressed and monitored. In 2010-11, senior managers, program managers, and subject-matter experts identified the corporate and operational risks associated with each of the corporate objectives—relevance, trust, access, and stewardship. After considering mitigating strategies, the probability and potential impact of the residual component of that risk was assessed. Where that residual risk was deemed significant, information was collected on the estimated cost of implementing further mitigation strategies and on whether these investments would be worth the cost.
The risk management model includes an agency-wide picture of all identified risks in a detailed risk register and a corporate risk profile, which considers both operational, or short-term, risks and longer-term strategic risks to the organization. This information provides context to project proposals as part of the annual long-term planning process.
The 2010-11 Corporate Risk Profile identified the following major corporate risks, which are applicable across all program activities, along with associated mitigation strategies:
| Major Corporate Risks | Description | Mitigation Strategies |
|---|---|---|
| Public trust, confidence and cooperation | Because most household surveys are voluntary, the integrity of the statistical program depends on the co-operation and participation of households in data-collection activities. (Most business surveys are mandatory.) The public's trust and confidence in the quality and objectivity of Statistics Canada outputs are fundamental pillars of the organization. Domestic and international use of agency outputs may be affected if trust in the organization is compromised and the agency's professional credibility is questioned. |
|
| Budget and resources | Federal budgets and strategic program reviews have reduced the effective resources available to the agency, including respendable revenues from other government departments and agencies. |
|
| Legislation and statutory data requirements | Two-thirds of the agency's programs respond to statutory and regulatory data requirements. Changes in these data requirements may affect the statistical programs used to fulfill them. |
|
| Leadership and intergovernmental coordination of the national statistics program | Changes in federal–provincial partnerships, or in mutually beneficial relationships with other governments, may affect the scope, quality or timeliness of data available to the national statistics program. |
|
Summary of Performance
Statistics Canada successfully achieved the objectives identified in the 2010-11 Report on Plans and Priorities while meeting new budgetary requirements. These objectives included successful outcomes on all its major priorities: delivering ongoing economic and social programs; preparing to conduct the Census of Population, the Census of Agriculture and the National Household Survey; continuing to renew statistical programs; improving the agency's business processes and further integrating its results-based corporate infrastructure. The ability of internal informatics and methodology services to quickly and effectively adapt to fundamental changes to the 2011 Census and National Household Survey was exemplary. In addition, Statistics Canada showed strong results on a range of performance indicators.
Statistics Canada's statistical program is funded through direct parliamentary appropriations and cost-recovery activities. In recent years, the agency's 'respendable' cost-recovery revenues—revenues Statistics Canada is authorized to spend on the activity that generated them—have generally added approximately $100 million per year to Statistics Canada's budget, enabling production of a wide variety of statistics used by other federal departments to run their programs effectively. Provincial governments, private companies and other entities also use these statistics extensively.
| Planned spending | Total authorities | Actual spending |
|---|---|---|
| 562,733 | 599,834 | 575,209 |
| 1. Totals may differ within and between tables because of rounding. Amounts shown are net of respendable revenue. | ||
| Planned | Actual | Difference |
|---|---|---|
| 6,115 | 5,691 | 424 |
| 1. The difference between total planned FTEs and total actual FTEs is mainly owing to a change in planned salary expenditures, made after the submission of the 2010-11 Report on Plans and Priorities. | ||
Included in the above total of 5,691 FTEs are approximately 660 public servant FTEs based outside the national capital region, across Canada (this is higher than the usual average staff complement, as it includes temporary census requirements). Not included in the 5,691 total are approximately 1,900 interviewers outside the national capital region. These interviewers are part-time workers whose assigned work weeks are affected by the volume of collection work available; they are hired under the Statistics Act, by authority of the Minister of Industry. Interviewers are covered by two separate collective agreements, and are employed through Statistical Survey Operations. Many of Statistics Canada's main outputs rely heavily on data collection and analysis and on the administration of these activities that takes place in the regions.
Strategic Outcome
Canadians have access to timely, relevant and quality statistical information on Canada's changing economy and society for informed debate, research and decision making on social and economic issues.
Statistics Canada's expected results are as follows:
- Statistics produced by Statistics Canada are available through a wide range of easily accessible media formats and venues.
- Canadians are aware of the availability of these statistics and of their high quality, and of the professionalism and non-partisanship of Statistics Canada.
| Performance Indicators1 | Targets | 2010-11 Performance |
|---|---|---|
| Page views of electronic publications—number and annual percentage change | Annual increase exceeds 5% |
Exceeded: Page views in 2010-11 were up 26% from 2009-10. Page views ('000), 2006-07 to 2010-11:
|
| Success in finding information on the Statistics Canada website | 65% of visitors surveyed found what they were looking for | Statistics Canada mostly met its targets for success in finding information. In the Economic Statistics program, 62% of visitors said they were satisfied, in Social Statistics, 60%; and in Census, Demography and Aboriginal Statistics, 69%. This result reflects efforts to improve the effectiveness of the website. This is a new indicator; there is no prior time series. |
| Ease of finding information on the Statistics Canada website | 70% of visitors surveyed would say they were satisfied | Statistics Canada mostly met its targets for ease of finding information. In the Economic Statistics program, 65% of visitors said they were satisfied, in Social Statistics, 67%; and in Census, Demography and Aboriginal Statistics, 67%. This result is due to efforts to improve the effectiveness of the website. This is a new indicator; there is no prior time series. |
| Data series downloaded from the CANSIM online database—number and annual percentage change | Annual increase exceeds 5% |
Not met: CANSIM downloads in 2010-11 were up 1% from 2009-10. Although health-related data are free on CANSIM, other statistics are not. In late 2011-12, Statistics Canada plans to remove pricing from CANSIM. This should strengthen the percentage increase in downloaded data series. CANSIM downloads ('000), 2006-07 to 2010-11:
|
| Rating on 15 areas of management, as defined in the Management Accountability Framework | Obtain rating of 'strong' or 'acceptable' in 90% of areas of management |
Statistics Canada obtained a rating of 'strong' or 'acceptable' in 80% of areas of management. It therefore did not meet the 90% target. The 2010-11 MAF results indicate that the management efficiency of Statistics Canada remains high—a continuation of the findings of each of the previous rounds of evaluation. Highlights of the 2010-11 assessment include
Areas that received the result 'opportunity for improvement' are the quality and use of evaluation, the effectiveness of corporate risk management and the effectiveness of the agency's information management. However, a great deal of work has been done and continues in all three areas. Regarding risk management, a new corporate risk framework was approved, and the corporate risk profile is being updated. Also, a new integrated strategic planning process that increases the use of risk management in planning was introduced. A new information management strategy was also approved. As a result of these actions, ratings are expected to improve in the next round of MAF. Note: The target for this indicator is changed from what was shown in the 2010-11 Report on Plans and Priorities. At that time, the target was to "rank among the best of other departments of similar size." This target was dropped because of uncertainty relating to the timely availability of the necessary data from the various other government departments and agencies. |
| Financial management |
Statistics Canada met all its financial management targets. All financial reports to Policy Committee were provided as scheduled. Information was regularly shared with the Departmental Audit Committee. Efficient and effective financial management service is delivered, based on a solid organizational foundation consisting of sound business practices, processes, systems and people. The agency adheres to Treasury Board Secretariat policies on financial management. The agency maintained an "acceptable" score for Area of Management 17 (Effectiveness of Financial Management and Control). Several initiatives were implemented to better align the financial management and control function with central agencies' requirements: in particular, much work was done on compliance with the Policy on Internal Control. Phase II of the Web of Rules project was completed by October 31, and surpassed targeted results. Work continued to further integrate corporate planning exercises including corporate business plan update, human resources strategy, information technology strategy, investment planning and project management. A corporate risk profile has been developed that includes a risk register and a process paper. Efficient and effective governance and strategic directions are being provided. |
|
| Human resources |
Statistics Canada showed continued strength in people management, as measured by the Departmental Staffing Accountability Report. In 2010, the overall rating remained 'strong'. All indicators were rated 'acceptable' or 'strong'. Statistics Canada maintained an overall 'strong' rating for people management and 'acceptable' for values and ethics in the 2010-11 round of the Management Accountability Framework. Statistics Canada once again received recognition as one of Canada's Top 100 employers, and ranked among Canada's best diversity employers, Canada's top 25 family-friendly employers and the National Capital Region's top 25 employers. The agency conducted an Employee Opinion Survey in November 2010, which achieved a response rate of 81%. Results were shared with all employees and program managers in March 2011. Through the leadership of the agency's employment equity champions, Statistics Canada successfully completed the first year of its five-year employment equity plan. The plan was developed with full participation of the Diversity Committee, which includes management and employee representation. |
|
| 1. See Section IV for indicator definitions. | ||
| Program activity | 2009-10 actual spending ($ thousands) |
2010-11 ($ thousands)1 | Alignment to Government of Canada outcomes | |||
|---|---|---|---|---|---|---|
| Main estimates |
Planned spending |
Total authorities |
Actual spending |
|||
| Economic Statistics | 190,129 | 178,754 | 178,754 | 187,198 | 181,796 | A transparent, accountable and responsive federal government |
| Social Statistics | 136,495 | 135,419 | 135,419 | 140,815 | 132,150 | |
| Census, Demography and Aboriginal Statistics | 93,146 | 161,859 | 161,859 | 177,025 | 169,313 | |
| Total | 419,770 | 476,032 | 476,032 | 505,038 | 483,259 | |
| 1. Totals may differ within and between tables because of rounding. Amounts shown are net of respendable revenue. | ||||||
| Program activity | 2009-10 actual spending ($ thousands) |
2010-11 ($ thousands)1 | |||
|---|---|---|---|---|---|
| Main estimates |
Planned spending |
Total authorities |
Actual spending |
||
| Internal Services | 89,323 | 86,701 | 86,701 | 94,796 | 91,950 |
| 1. The Main Estimates and Planned Spending figures are equal: they represent approved funding levels prior to the start of the fiscal year. Total authorities represent planned spending adjusted for all funding changes approved during the fiscal year. The difference between total authorities and actual spending owes mostly to operational timing differences in programs that span more than one fiscal year. | |||||
Expenditure Profile
Canada's Economic Action Plan (CEAP)
For 2010-11, there are no CEAP projects for Statistics Canada to report on.
Departmental Spending Trend
Figure 2 shows the seven-year trend of Statistics Canada's total spending and spending net of respendable revenue.
As shown in Figure 2, total and net spending rise in 2010-11, peak in 2011-12 when the 2011 Census of Population, NHS and 2011 Census of Agriculture are conducted, and drop sharply in 2012-13 as these activities begin to wind down. This pattern is typical for the agency, a function of the cycle of the census program.
Figure 2 also shows that spending, net of cost recovery, the censuses and the NHS remains relatively stable over the seven-year cycle. Funding for regular economic increases for wages, and new spending on initiatives such as the Canadian Environmental Sustainability Indicators, the Harmonized Sales Tax and the Consumer Price Index, have been offset by spending cuts, including the cuts resulting from the strategic review process in 2007, procurement savings, and other cost-containment measures.
Estimates by Vote
For information on our organizational votes and/or statutory expenditures, please see the 2010–11 Public Accounts of Canada (Volume II).