ARCHIVED - Human Resources and Skills Development - Supplementary Tables

1. Federal Poverty Reduction Plan: Working in Partnership Towards Reducing Poverty in Canada
   • Standing Committee on Human Resources, Skills and Social Development and the Status of Persons with Disabilities (HUMA) – Tabled in the House of Commons on November 17, 2010.
   • Government Response was tabled March 4, 2011.

   http://www.parl.gc.ca/HousePublications/Publication.aspx?DocId=5009108&Language=E&Mode=1&Parl=40&Ses=3

2. In from the Margins: A Call for Action on Poverty, Housing and Homelessness
   • Senate Standing Committee on Social Affairs, Science and Technology; adopted in the Senate on December 8, 2009.
   • Government Response was tabled in the Senate on September 24, 2010.

   http://www.parl.gc.ca/ParlBusiness/Senate/Committees/Committee_SenRep.asp?Language=E&Parl=40&Ses=3&comm_id=47

3. Pension Security for Women
   • Standing Committee on the Status of Women (FEWO) – Tabled in the House of Commons on December 10, 2009.
   • Government Response was tabled in the House of Commons on April 1, 2010.

   http://www.parl.gc.ca/HousePublications/Publication.aspx?DocId=4405404&Language=E&Mode=1&Parl=40&Ses=2

Objective:
The objective of the audit was to determine whether selected entities had adequately identified and were managing the risks related to critical aging information technology (IT) systems. The audit also focused on three critical aging systems (Employment Insurance Program; Personal Income Tax; and the Standard Payment System) to determine whether the organizations using them have identified and managed those risks.

Overall, the audit found that while the Department has taken some steps to manage the risks related to their aging IT systems, much work remains to be done. Four of the chapter’s five recommendations were jointly directed at the Department and other selected audited entities. The Department accepted the chapter’s recommendations and full implementation of the associated actions is expected by March 2012.

The Department’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_201004_01_e_33714.html#appa

Auditor General’s 2010 Spring Report – Chapter 2
Modernizing Human Resource Management

Objective:
The objectives of the audit were to determine whether:

• the lead agencies and selected departments have implemented the new requirements of the Public Service Modernization Act (PSMA), including reporting;
• the objective and requirements for the legislative review have been established; and
• new roles and responsibilities have been carried out.

HRSDC, as well as 5 other entities, were selected for examination as part of the audit work based on the size of the organization, staffing volumes, and audit coverage. Neither of the chapter’s two recommendations were directed at the Department.

The audit report can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_201004_02_e_33715.html

Auditor General’s 2010 Spring Report – Chapter 4
Sustaining Development in the Northwest Territories

Objective:
The objective of this audit was to determine whether Indian and Northern Affairs Canada, Environment Canada and HRSDC had adequately implemented key measures to prepare for sustainable and balanced development in the Northwest Territories (NWT). The sub-objectives were to determine whether:

• INAC has made constructive efforts to clarify the land, resource, and governance rights of Aboriginal claimant groups in the Northwest Territories according to the Comprehensive Land Claims Policy (1986) and the Inherent Right of Self-Government Policy (1995);
• INAC and Environment Canada have established and carried out an adequate regulatory system to manage land and water resources and protect the environment in the Northwest Territories; and
• INAC and HRSDC can show that they have adequately supported skills training and local economic development initiatives designed to build the capacity of Aboriginal peoples and residents in the Northwest Territories.

Overall, the audit found that HRSDC programs support skills training for Aboriginal peoples in the NWT and monitor short term objectives and targets. However, the Department has yet to assess the longer-term impact of its skills training programs on sustainable employment of Aboriginal peoples in the NWT. It further noted that while progress has been made, key measures remain to be adequately implemented, including the establishment of an environmental regulatory system throughout the NWT and economic development programs that address the Territory's unique needs.

One of the chapter's eight recommendations was directed at HRSDC. The Department accepted the chapter’s recommendation and full implementation of the associated actions is expected by December 2014.

The Department’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_201004_04_e_33717.html#appa

Auditor General’s 2010 Fall Report – Chapter 1
Canada's Economic Action Plan

Objective:
The objective of the audit was to determine whether 12 Departments and agencies have adequately managed 11 programs for Canada’s Economic Action Plan (EAP) by putting in place appropriate management practices and providing programs to eligible recipients in a timely manner. HRSDC was not one of the primary departments audited and was only referenced in relation to reliance placed on the results of an Internal Audit of Program Eligibility; and whether audit plans considered risks in implementing EAP.

While none of the chapter’s three recommendations were directed at HRSDC, the Department was indirectly impacted by two of them: Projects funded met eligibility requirements based on information in applications; and Departmental internal auditors provided advice and assurance. Details of these indirect impacts are referenced in the audit report (Paragraph 1.32 – 1.37 and 1.54 – 1.59 respectively).

The audit report can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_01_e_34284.html

Auditor General’s 2010 Fall Report – Chapter 2
Management and Control in Small Entities - Pension Appeals Board

Objective:
The audit examined three small entities: The Canadian Forces Housing Agency; The Canadian Pari-Mutuel Agency; and The Pension Appeals Board (PAB). The PAB is an administrative tribunal that is responsible for hearing appeals of Canada Pension Plan applicants that arise from decisions of the Office of the Commissioner of Review Tribunals. The PAB is an administrative part of HRSDC, and is independent of the Department in its quasi-judicial role. The objective of the audit was to determine whether the three small entities had effective management control procedures in place for acquisition cards, contracting, executive travel, hospitality, and selected areas of human resource management.

Overall, the audit found that all three entities had effective control procedures and had applied them as required for the management acquisition cards, contracting, executive travel and hospitality. It further noted that although the entities had sound human resource management practices in the areas examined, documentation for performance agreements and appraisals could be improved.

The chapter’s single recommendation is jointly directed at all three entities and was accepted. The Department accepted the chapter’s recommendation and immediatley implemented the associated action (August 2010).

The Department’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_02_e_34285.html#appa

Auditor General’s 2010 Fall Report – Chapter 3
Service Delivery

Objective:
The objective of the audit was to determine whether Citizenship and Immigration Canada, Human Resources and Skills Development Canada, and the Canada Revenue Agency have adequate practices to manage the quality of service they deliver to individuals. More specifically, the audit examined the practices used by the three entities to set service standards, monitor and report on their service performance, and act on the performance information to improve service quality. These entities were selected because of the volume and importance of services they provide directly to individuals.

Overall, the audit concluded that HRSDC has developed service standards that are clearly communicated to its clients and employees, regularly monitors and reports its performance against these standards, and has acted to resolve service-related issues identified as a result of regular monitoring. More importantly, the chapter recognizes that the Department has taken action in several areas to improve its services and includes as an example, the action taken by the Department to improve service for Employment Insurance.

The chapter’s single recommendation is not directed at HRSDC.

The audit report can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_03_e_34286.html

Auditor General’s 2010 Fall Report – Chapter 4
Managing Conflict of Interest

Objective:
The objective of this audit was to find out whether the Treasury Board of Canada Secretariat and five selected departments have provided the tools public servants need to meet the federal government’s responsibilities for managing conflict of interest. More specifically, the audit examined whether the Treasury Board of Canada Secretariat provides the tools that departments need to meet federal government conflict of interest responsibilities, and whether the five selected departments have ensured that mechanisms and assistance are in place and that designated senior officials have enough knowledge to meet their responsibilities on the issue of conflict of interest. HRSDC was included in this audit as an example of a department with a high dollar value of contracts and of grants and contributions.

Overall, the audit found that while TBS plays an important role related to conflict of interest, it has not provided sustained support to departments. Two areas that have suffered are guidance and training. The audit also noted that audited departments had the required mechanisms and assistance in place for managing conflict of interest; designated officials knowledgeable about their responsibilities; and processes in place to deal with conflict of interest declarations. However, departments need to follow up on required action and ensure declarations are dealt with in a timely manner. Finally, the audit found that while departments have begun to appreciate the need to examine their entire organizations to identify risks of conflict of interest, none had done so.

Four of the chapter’s six recommendations were jointly directed at HRSDC. The Department accepted the chapter’s recommendations and full implementation of the associated actions is expected by March 2012.

The Department’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_04_e_34287.html#appa

Privacy Commissioner of Canada
The Protection of Personal Information in wireless Environments: An Examination of Selected Federal Institutions

Objective:
The objective of the audit was to determine whether the Canada Mortgage and Housing Corporation, Correctional Service of Canada, Health Canada, HRSDC, and INAC have adequate controls – including policies, procedures and processes – to protect personal information transmitted and stored within wireless environments. The security frameworks surrounding wireless networking and the use of portable wireless devices were examined as part of the audit work.

HRSDC was selected for this audit based on the extent it used wireless technologies to transmit and store personal information, the number of wireless access points to its wireless network(s), and the number of employees issued portable wireless devices. Overall, the audit identified weaknesses in HRSDC’s security measures for temporary storage of devices waiting to be destroyed.

Five of the chapter’s nine recommendations are jointly directed at HRSDC, and one is directed solely at the Department. The Department accepted the chapter’s recommendations and full implementation of the associated actions is expected by the end of August 2011.

The Department’s response can be found at:
http://www.priv.gc.ca/information/pub/ar-vr/ar-vr_wt_2010_e.cfm

Office of the Procurement Ombudsman
Procurement Practices Review 2009-2010
Chapter 3: Bid Evaluation and Selection Methods

Objective:
Government departments have established a number of supply arrangements (SAs) to procure graphic design services (GDS). In this review, the Ombudsman focussed on three SAs, two of which were set up by PWGSC and one by Transport Canada (TC). The objective of the review was to determine whether the three SAs for graphic design services were based on adequate strategies and plans to support the development of effective and efficient bid solicitation, evaluation and selection methods and to determine whether these plans and their practical implementation: support operational needs; reflect best value considerations; and encourage competition and quality.

One of the review’s two recommendations was jointly directed at HRSDC. The Department accepted the chapter’s recommendation and implemented the associated actions in winter 2011.

A copy of the review can be found at:
http://opo-boa.gc.ca/praapp-prorev/2009-2010/chptr-3-eng.html

Canadian Human Rights Commission
Employment Equity Audit Report

Objective:
The Employment Equity Compliance Division of the Canadian Human Rights Commission (the Commission) completed the preliminary assessment of compliance of Human Resources and Skills Development Canada in December 2010. The Commission conducted a progress assessment audit of the employer from July 10, 2008 to December 10, 2009. This phase of the Commission’s audit process was to ensure the employer (HRSDC) continued to fulfill its obligations under the Employment Equity Act and the audit report presented the results.

Overall, the report recommended that the Department increase self-identification response rates and bridge all the gaps in all occupational categories within three years. HRSDC is committed to creating an inclusive workplace that reflects Canada’s diversity and plans to erase all the gaps by increasing the self-identification response rate, by implementing a new employment equity plan for the period 2010-2012, and by having a closer monitoring process on the progress of representation of designated group members.

A copy of the audit report is not publicly available at the time of preparing this report.
http://www.chrc-ccdp.ca/publications/reports_rapports-eng.aspx#1

Office of Commissioner of Official Languages
Audit of Bilingual Service Delivery at Service Canada

Objective:
The audit sought to determine whether Service Canada (SC) management was committed to implementing Part IV of the Official Languages Act in order to provide Canadians with services of equal quality in English and French, whether front-line personnel in SC bilingual service points provided active offer and whether they provided services of equal quality in both official languages to the public in person, by telephone and via computer systems. Also verified was whether SC consulted representatives of official language communities in the various regions and whether it considered the results of these consultations when planning for the provision of bilingual services. Lastly, verification of whether the organization effectively monitored the quality of service delivery in both official languages was performed.

The Report underlined SC’s considerable efforts to ensure the active offer of bilingual services was efficiently implemented, which has led to tangible results. It also emphasized the leadership and commitment shown by SC’s senior management and in particular by the ADM for Citizen Service Branch. It was noted that bilingual capacity in certain regions is sometimes lacking, particularly with regard to the number of designated bilingual positions and the language profile required for citizen service agents and team leaders, and that better governance is needed in this regard.

Seven recommendations pertaining to the requirement to improve service delivery in both official languages at designated service points were directed at Service Canada. The Department accepted the chapter’s recommendations and full implementation of the associated actions is expected by March 2013.

The Department’s response can be found at:
http://www.ocol-clo.gc.ca/html/audit_verification_122010_e.php