Leadership recognized internally and externally as demonstrating strong ethics and values behaviour, as evidenced by:

• Leadership communication with employees about expected ethical behaviour and public service values;
• Selection, evaluation, promotion and discharge of leaders based on their conduct with respect to Public Serivce (PS) values and ethics.

1. Establish ways for leaders across the organization to communicate with employees about expected ethical behaviour and Public Service values in a meaningful way. 
2. Collect feedback from employees on their perception of leadership performance, with respect to values and ethics.
3. Evaluate whether the measures to ensure that leaders are selected, evaluated, promoted and discharged based on their conduct positively impacts leadership performance.

Organizational culture reflecting public service values and ethics, as evidenced by:

• Feedback from employees on fairness, respect, satisfaction and engagement;
• Departmental benchmark results and implemented improvements;
• Trends in management and program irregularities, regularly reported on and reviewed by management.

1. Formally collect feedback from employees on their perceptions of the organizational culture and other related values and ethics issues, such as integrity, fairness, respect, satisfaction and engagement.
2. Evaluate whether the identified risks in the Risk Profile can be prevented or mitigated.

V&E policies, guidelines, standards, recourse and disclosure mechanisms in place and understood by all employees as evidenced by:

• Customized codes of conduct, including standards of behaviour, consequences and rewards for exemplary behaviour;
• Effective communication, learning and orientation strategies for the Code of Public Service Values, for customized organizational codes and guidelines and for Public Service values and ethics in general;
• Appropriate, accessible avenues for: employee advice, reports of wrongdoing and resolution of conflicts.

1. Develop a Values and Ethics learning strategy to orient employees and managers on values and ethics issues and the Public Service Code. 
2. Collect feedback to assess whether employees and management, both new and existing, understand and are impacted by the Public Service Code and the Values and Ethics Statement.
3. Assess employee usage of existing recourse avenues and whether employees feel comfortable in using them.

A legal framework of powers, duties and functions related to the institution (or its Minister) reflective and enabling of its objectives, as evidenced by:

• Programs and activities authorized by and in compliance with the law (e.g., constitutive legislation, the Financial Administration Act, the Charter of Rights and Freedoms, and other applicable statutes or regulations);
• A corporate process to identify areas where legal authority may be lacking or issues of lawfulness, including:
  • A requirement that an assessment of the adequacy of legal authority and lawfulness for new programs and activities be incorporated into the decision-making process when these programs and activities are developed;
  • A process and work plan to review whether current programs and activities are authorized.

A stable Management Resources and Results Structure (MRRS), the foundation for results-based management, as evidenced by:

• Clearly defined, measurable strategic outcomes that reflect the organization’s corporate mandate and vision;
• Clear results outcome statements that are linked to corporate government-wide priorities;
• Program Activity Architecture (PAA) sufficiently populated with results and financial information;
• Defined governance structure outlining the decision-making, mechanisms, responsibilities, and accountabilities of the department.

An effective planning function, as evidenced by:

• Approved organizational strategy to integrate business and strategic planning, human resources planning, resource management, and performance monitoring;
• Established process and calendar for corporate planning and decision making;
• Operational plans and performance agreements aligned with and linked to strategic plans.

The degree of complexity of planning is appropriate for an organization of WD’s size, core resource allocation, and activities. (WD’s key activity is the delivery of grant and contribution programs.) TBS would like to see more evidence that integrated planning informs Treasury Board (TB) submissions, particularly through the inclusion of specific information related to O&M resources required.

Commitment and contribution to the results- based management of horizontal initiatives, as evidenced by:

• Leadership where appropriate;
• Active participation; and,
• Responsibilities for horizontal initiatives reflected (including leadership) in performance agreements.

An effective portfolio management structure and process in place, as evidenced by:

• Clear direction, leadership and communications;
• Information exchange, sharing of common best practices;
• Structured consultations on: priority-setting and decision-making, resource allocation and budgeting, policy development and planning;
• Committee processes and an organized governance structure;
• Integrative operational mechanisms and shared services;
• Graduated portfolio-based approval processes;
• Integrated mandate and common objectives.

A solid policy framework, as evidenced by:

• Consistency with the departmental mandate;
• Alignment with the government-wide policy agenda;
• Appropriate horizontal linkages to the policy frameworks of other departments;
• Clarity to central agencies and other departments; and,
• Utility in managing competing demands and allocating scarce resources.

A solid strategic policy function and analytic capacity, as evidenced by:

• Ability to anticipate challenges and respond in a strategic rather than a reactive manner;
• Organizational model to harness distributed policy capacity;
• Strong and sustainable community of analysts;
• Policy development process grounded in fact-based analysis with reliable modeling and due regard for implementation and operational matters;
• Outcomes-focused policy and program development informed by past performance;
• Stakeholder engagement to effectively inform policy making without creating expectations that unduly constrain government decision-making.

An effective evaluation function, as evidenced by:

• Capacity of the evaluation function;
• The deputy head as Chair of an active evaluation (and audit) committee(s); 
• Risk-based evaluation plans;
• Management action plans to address evaluation findings/recommendations;
• Evaluation reports submitted to TBS and posted in a timely fashion (three months);
• Performance information regularly audited or evaluated;
• Audit and Evaluation or other executive committee review of performance information.

1. 2001-02 A-base evaluation resources: $252,000
2. 2005-06 forecast evaluation resources: $537,500
3. 2005-06 resource levels required by funding MOU: $760,225

Funding for evaluation in the department is controlled by the Head of Evaluation, ensuring objectivity.

Active Audit and Evaluation Committee chaired by the Deputy Minister. The department has not produced a risk-based plan this year.  It has developed an interim plan listing projects to be completed during this fiscal year.  This interim plan has not been submitted to TBS as of October 24, 2005.

The evaluation unit follows-up on the implementation of recommendations but the status of the implementation of recommendations is not yet available as follow-up is not yet complete. There were 12 evaluation reports scheduled to be completed in 2003/04 and 2004/05.  Only four are publicly available.

1. Three out of four reports reviewed by the CEE address the issue of relevance of the program and the substantiation of findings was overall good.
2. Three out of four reports reviewed by the CEE address the issue of  Value-for-Money and the substantiation of findings was limited.

Accounting and reporting of financial activities consistent with government policies, directives and standards, as evidenced by:

• Timely and accurate financial reporting including accuracy of public account plates and improvements on the quality and timeliness of departmental financial statements;
• Quality of Central Financial Management and Reporting System (CFMRS) trial balance submissions including materiality and number of errors and timeliness of corrections;
• Quality presentation and accounting for specified purpose accounts.

Public Account Plates: Obtained a grade of A with 92% of plates submitted on time. A significant improvement from a grade of D with 50% on time last year.

Trial Balance Submissions: Number of errors remained consistent with the prior year.

Internal Audit Reports: No items related to financial reporting noted.

Access to and use of integrated information for corporate decision making, as evidenced by:

• Integrated information from financial, human resources, payroll, and asset and real property management systems in support of senior management decision-making and related to the achievement of strategic objectives; and,
• Regular Deputy Minister and senior management challenge of proposed investment decisions on the basis of integrated information from various sources linked to strategic objectives.

The following information was provided by the department: WD’s strategic objectives are met primarily through grants and contributions. WD uses an integrated Project Assessment Tool (PAT) to document individual project assessments, including cost, project results relative to strategic outcomes and departmental plans, Operations and Maintenance (O&M) requirements, and repayment implications. The assessment forms the basis for the DM and senior management challenge function, which is mandatory for all projects over $200,000. In the case of IM/IT investments an Information Management and Technology Council chaired by the Director General Corporate Services with the active participation of the DG Finance and Programs conducts a thorough review of all potential projects based on the submission of business cases and a customized project assessment tool.

Planning and reporting systems to support executive decision-making, as evidenced by:

• Reports on Plans and Priorities (RPPs)/Departmental Performance Reports (DPRs) reflective of information contained in Management, Resources and Results Structure (MRRS);
• DPRs linked to RPPs;
• Electronic, meaningful real-time data linking resources and results.

Anticipation and management of significant organizational change, as evidenced by :

• Change management strategies at the corporate and 'initiative' levels;
• Change management function:
• Assignment of responsibilities and support to change management practices.

DEPARTMENTAL FEEDBACK: In response to the passage of the Public Service Modernization Act (PSMA), the Public Service Labour Relations Act (PSLRA), and the Public Service Employment Act (PSEA) WD has organized, in concert with the CSPS, a series of Public Service Modernization Workshops which the Deputy Minister has made mandatory for all managers and which have run throughout the Fall 2005. These sessions have contained a consistent and carefully designed change management agenda that supports the broad HR Modernization agenda and the government’s wider Management Agenda. WD has branded under the heading of “WD’s Changing Workplace” and ambitious series of change initiatives that include those contained within the PWGSC “Way Forward Agenda,” HR Modernization, the departments own Information Management Agenda and less formal reforms of WD HR policies. An MOU is being developed with the CSPS supporting WD’s change management agenda. Under the draft plan the Canada School of the Public Service will provide intellectual advice and direct support to WD’s cultural change agenda. All training requests are considered and approved on the basis of an approved Personal Learning Plan.

The organization learns from its results, as evidenced by:

• An organizational learning strategy incorporating regularly reviewed learning objectives, opportunities and requirements;
• A strategy to determine organizational knowledge needs as well as to capture, manage and apply organizational knowledge to shape action and improve results.

DEPARTMENTAL FEEDBACK:  WD has appointed a Chief Learning Officer (CLO) who is in the process of reviewing and developing a revitalized learning program which will be fully integrated with WD’s HR Plan and the department’s Business Plan. The CLO is receiving excellent support from the CSPS in the form of consulting advice and research. One of the key elements of a new strategy for WD will be an improved information management system capable of tracking learning investments and evaluating the results. Much of WD’s corporate investment in learning has been devoted to the design and deliver of programs in support of HR Modernization and WD’s related change management agenda. In addition to this work corporate funds have been used to support voluntary and compulsory second language training.

Adequate management of legal risk, as evidenced by:

• Ongoing/regular scanning of programs for legal risks, in a manner commensurate with the nature of the department’s activities and mandate; 
• Senior management engagement in Legal Risk Management (LRM), including the active review, avoidance, mitigation and management of legal risks;
• Effective sharing of information on legal risks, including with the Department of Justice and central agencies (in large part to 'create' a whole on government perspective);
• Contingency planning to respond to risks that have materialized.

The MOU and the legal services provided are reviewed by the DG Corporate Services in consultation with WD’s senior management on a bi-annual basis. Billings and Justice Canada’s Contingency Liability Report are reviewed quarterly. All new programs or partnerships are subjected to legal review and consultation with a view to identifying risk or liability.

Risk as an active factor in decision-making processes, as evidenced by:

• Evergreen Executive Committee assessment of corporate risks and the status of risk management (Corporate Risk Profile);
• An integrated risk management function (organizational focus) linked to corporate decision-making;
• Protocols, processes and tools to ensure the consistent application of risk management principles throughout departmental decision making and delivery; and,
• Continuous organizational learning about risk management and lessons learned from risks successfully identified, mitigated or not.

Executive level steering committee continued to champion management modernization and to ensure it maintained a high profile within the department.

WD’s priorities for advancing management included improvements in Human Resource Modernization development of an Integrated Risk Management Framework; and development of an integrated planning process.

IRM methodology was being developed and was expected to be ready by December 2004. A first generation Corporate Risk Profile (CRP) was developed in cooperation with senior management. The CRP establishes a foundation for IRM methodology and the Agency’s risk-based Audit and Evaluation Plan.
Risks specifically related to grant and contribution (G&C) management are well managed.  Risk-based audit frameworks (RBAFs) have been developed for all programs and multi-faceted risk assessments are completed for all projects both in support of approvals and all payments.

The department has a process to manage risks specifically related to G&Cs.  RBAFs have been developed for all programs and multi-faceted risk assessments are completed for all projects both in support of approvals and all payments.

A workplace that is fair, enabling, healthy and safe in order to provide best services to Canadians, as evidenced by:

• Fair employment and workplace practices and effective labour relations;
• Clear direction, collaboration, respect and support for employees' linguistic rights, diversity and personal circumstances in order to enable them to fulfill their mandate;
• Healthy and safe physical and psychological environment.

The number of successful Staffing Appeals remained at zero through 2005 although the number of Appeals filed did increase slightly with four appeals lodged in 2004-2005. Grievances increased from four in 2004-05 to six in 2005-06. However, it should be noted that the formal recourse rate remains low in WD with less than 1% of the population filing formal complaints.

Under the leadership of the Deputy Minister who chairs regular meetings of the Labour Management Consultation Committee (LMCC) WD has at both the national and, through Regional LMCC’s maintained solid working relations with each of its bargaining agents.

Under the auspices of the LMCC WD maintains an active National Health and Safety Committee.

WD received very positive feedback from the 2002 National Employees Survey scoring above the PS mean on almost all workplace indicators. With this in mind the department has worked hard to encourage a high level of participation in the recently completed 2005 survey.

A workforce that is productive, principled, sustainable and adaptable in order to provide best services to Canadians, as evidenced by:

• The size, mix of skills and diversity of backgrounds to competently perform its duties;
• Reflective of Canada’s population, respectful of Canada’s official languages and performs its duties guided by the values and ethics of the Public Service;
• Renewable and affordable over time;
• Versatile, innovative and engages in continuous learning.

WD appointed one visible minority EX in December 2003 and is currently hosting two visible minorities EX’s: one under the AEXDP and the other on assignment from another organization. The department is also in the final phases of an EX-1 selection process focused exclusively on the recruitment of an aboriginal candidate. With a small EX complement of 21 employees, opportunities for recruitment and promotion are limited. However, WD has demonstrated commitment to developing EX feeder groups since all current CAP participants are members of employment equity groups. Secondly, acting appointments for visible minorities into the EX feeder groups was 16.9% in 2004-05. Visible Minorities comprised 12.4% (19 out of 153) of the employees externally recruited between 2000-2005 and 16.7% (four out of 24) of employees externally recruited for 2004-05.

Trends for workforce tenure are not significantly different than in the public service. Over the past five years, there is a significantly higher transfer rate than the public service average. Similarly, there has been a significant increase in involuntary separations in the same period. There was a significant decrease in voluntary separations, over five years. Rates of retirements have remained consistent and in line with public service average. 

An analysis of separations has identified the following trends. As a small Department with a flat organizational structure, employees seek career opportunities in other Departments to advance in their careers. As well, the labour market for employees with skills in the CO and ES groups is particularly good in Alberta, B.C. and Ottawa, resulting in attractive opportunities outside the Department. In the five-year period under review, WD identified 109 lateral transfers out of the Department. However, this included term as well as indeterminate transfers. Involuntary separations were mainly due to end of term contracts, with 281 end of specified terms.

Embracing Change objectives for visible minorities met, and workforce availability targets met for designated groups, as evidenced by:

• Demonstrated results in meeting Embracing Change targets for: 
  • recruitment;
  • promotions;
  • EX appointments.
• Specific initiatives planned or underway to meet targets of Workforce Availability (WFA) for:
  • women;
  • persons with disabilities;
  • Aboriginal persons;
  • visible minorities.

No visible minorities were appointed to the EX group at Western Economic Diversification for the past four years. 

Visible Minorities received 7.7%  (one out of 13) EX appointments at Western Economic Diversification between 2000-2005

Visible Minorities comprised 12.4% (19 out of 153) of the employees externally recruited by Western Economic Diversification between 2000-2005.

Visible minorities accounted for 16.7% (four out of 24) of employees externally recruited by Western Economic Diversification for 2004-05. 

Further progress is possible given Western Economic Diversification's occupational needs.

A well-developed Human Resources (HR) planning process integrated with its business planning, as evidenced by:

• HR planning aligned with the organization’s strategic outcomes and integrated with business planning;
• HR planning incorporating future needs, effective recruitment and retention, succession planning, learning and diversity.

Legislation and policy on Official Languages in the workplace respected, as evidenced by:

• Composition of the workforce reflecting the presence of both official language communities of Canada;
• Incumbents of positions with bilingual requirements meeting those requirements;
• Use of the official language of their choice by employees in bilingual regions;
• Availability of communications, tools and products in both official languages in bilingual regions;
• Availability of training in both official languages.

Sources: 2004-2005 Annual Review produced by the department.on Official Languages; and, Position and Classification Information System (PCIS) data as of March 31, 2005.

An effective performance assessment process, as evidenced by:

• Performance agreements that:
  • Have specific outcomes and are results- based;
  • Clearly identify expectations in line with Clerk’s priorities;
  • Require sound financial and human resource management
• Rigorous performance assessment process (e.g. quality and distribution of performance pay) and HR follow up.

No review of performance agreements was done for this department in 2004-2005.

Rigorous Performance Assessment:

Budget for lump sums is 7%; Department was within budget with an expenditure of 6.9%. The distribution of ratings was within expected distribution and included some Did Not Meet ratings. The percentage of EXs who received a bonus, at 26.9%, was very close to the average for the public service of 24.8%.

New legislation and delegations of authority, policies and procedures in place, as evidenced by:

• Collaborative labour relations;
• Training, tool kits, guides and other supports available for managers and HR professionals;
• Current and future needs identified leading to their use in clear staffing criteria;
• Internal policies, procedures and monitoring to ensure consistent and fair implementation of new Act.

Public Service Employment Act (PSEA): An Appointment Delegation and Accountability Instrument (ADAI) and sub-delegation arrangements have been completed. Essential policies have been approved with 100% of HR staff and 70% of sub-delegated managers trained. Work remains to be done on the processes and criteria to support the new staffing regime and to complete all aspects of the reporting and monitoring framework.

Effective investment planning in capital assets, as evidenced by:

• Adequate information on condition and use of capital assets in support of investment planning;
• A long-term plan that integrates all capital asset classes (real property, materiel and IM/IT); and,
• A clear linkage between asset and program delivery.

Solid financial analysis, as evidenced by:

• Frequent and accurate year-end forecasts and variance reporting (most especially at mid-year) showing the organization’s true financial status;
• Analyses of high-risk areas in relation to reference levels by program activity and major funding approvals (real and projected) including anticipated funding pressures and re-profiling trends; and,
• A reasonable history of carry forwards and lapses.

An IM/IT vision and strategy supportive of the organization’s business strategy and government- wide directions, as evidenced by:

• A governance structure that includes program representation and is effective in priority setting of IM/IT investments and resources;
• IM/IT enabled projects that have effective governance and are executed well;
• Strategy and approved plans that reflect a Government of Canada (GoC) Enterprise approach to common IT services;
• Implementation of Management of Government Information (MGI) Policy strategy, based on an IM capacity assessment; and,
• Integrated privacy and security measures.

Western Economic Diversification will likely not comply with the standard on Management of IT Security (MITS) by December 2006 Western Economic Diversification has completed or nearly completed 42% of the key MITS requirements. Considerable work remains and some fundamental security requirements are not yet in place.  The Action Plan has identified the key gaps and has scheduled them for early completion. 

WD’s Information Management and Technology (IMT) Council, comprised of senior departmental management and business leaders, decides which IT enabled projects are managed using the IMT Project Management Framework, which has been adapted from the Treasury Board Project Management guidelines.

An effective internal audit function, as evidenced by:

• An appropriate infrastructure to effectively discharge its internal audit responsibilities as outlined in the Internal Audit Policy (governance structure and appropriate level of resources);
• A completed risk-based audit plan; and,
• All reports including progress reports are submitted to TBS for follow-up activities.

Effective Transfer Payment Program management in place, as evidenced by:

• Timely renewal of transfer payment programs;
• Departmental internal audit plans include provision for the review of internal management policies, practices and controls of transfer payment programs;
• Regular audit of transfer payment programs and follow-up.

An appropriate materiel management framework in place, as evidenced by:

• Clear accountabilities consistent with organizational capacity; and,
• Reliable life- cycle cost and performance information that supports decision- making.

Risk-based approach to procurement and contracting management, as evidenced by:

• Clear delegations of authority are tied to knowledge and capacity;
• Demonstrated compliance with delegated contracting authorities and conditions identified by Treasury Board policy; and,
• Explicit oversight, monitoring and on- going review of procurement and contracting function and processes (e.g. Contracts Review Committee, quality of contracting data, timely completion of contracts over $10,000 disclosure information, implementation of audit recommendations where applicable, etc);
• Methods for procuring demonstrating the most cost-effective end-to-end process.

1. Delegated financial authorities were reviewed in spring 2004. Delegation highly controlled: regional manager, finance & corporate services or ADM (regional) review contracts for policy compliance and sign all contracts; regional admin officers available for guidance on contracts over $25K.
2. A January 2004 audit of WD's contracting recommended measures to increase compliance to TB policy including training, web site information, delegated authorities review, contract review committee process, as identified below. In May 2004, WD provided TBS with an action plan to address recommendations and has indicated implementation is well under way.
3. Training - targeted training recently given to contracting authorities, contract review officers and management and staff involved in contracting process; regions were also made aware of Canada School of the Public Service (CSPS) contracting courses· Information/communication - web site including procedures for non-competitive contracts was updated summer 2004.
4. Policy compliance - employer-employee relationships, verbal contracts and contract splitting identified in audit as areas to improve; clarification of policy has been sent to regional managers & recent training is addressing these issues; sanctions have been imposed in the area of verbal/retroactive contracts.
5. Oversight, monitoring and review - contract review committee established in 2003 reviews and approves all non-competitive contracts; as recommended in the recent audit, director of corporate admin coordinates process and committee implementing risk-based approach to review. Terms of reference and procedures on Intranet to increase staff awareness.
6. Purchasing data: WD awarded only 12 contracts valued at $650K and PWGSC awarded a further 18 contracts valued at $750K approx; half of the 30 contracts were below $25K. This is a significant decrease from contracting activity in past years (which averaged at approx $5M)
7. Dept met requirements for proactive disclosure of contracts above $10K. Data shows 130 contracts at $3.3M, all under $100K for all quarters reported.
8. Acquisition card use also decreased in 2004 ($678K). There remain opportunities for savings from using acquisition cards for low dollar value goods and services and volume discounts.
9. Public Accounts show actual expenditures for goods & services have declined to $11.5M (decrease for the 3rd year in a row), with highest expenditures in travel for public servants.

Risk-based project management approach, as evidenced by:

• An integrated, achievable up-to-date long-term capital plan or planning document in place that is being implemented (linked to the organization’s key priorities);
• Explicit project management accountability framework, that addresses decision- making and oversight and effective monitoring and ongoing review;
• Properly resourced projects (e.g. project management capacity, appropriately trained officials);
• Demonstrated compliance with delegated project approval requirements and conditions identified by Treasury Board.

Quality TB submissions, as evidenced by:

• Draft submissions regularly vetted through common departmental quality control to ensure consistency, clarity and conciseness; 
• Accurate, substantiated and comprehensive financial components; and,
• Frequency with which TB conditions are imposed.

An implemented real property management framework to meet its obligations under TB Real Property policies, as evidenced by:

• An organizational structure which includes clear accountabilities and appropriate delegations;
• Integrated support systems; and 
• An information management framework to provide complete and accurate inventory data.

Organizational compliance with conditions imposed by TB, as evidenced by :

• Timely compliance;
• Adequate engagement with TBS; and,
• Appropriate reporting.

Client centred external service delivery strategy that drives efficiencies, respects client privacy rights and reflects an enterprise view of government services and that results in effective external service delivery, as evidenced by:

• Review of key public-facing services to achieve measurable improvements in responsiveness to client needs, effectiveness and value for money;
• Partnerships with other programs, organizations or jurisdictions to achieve more client-centric or cost-effective service delivery or to align program rules and regulations (e.g., Memoranda of Understanding (MOUs)/service level agreements in place when partnerships established);
• Measurement of the cost-effectiveness of delivery by channel and migration of clients to lower cost channels where appropriate; and
• Measurement of client satisfaction in a transparent way (e.g., reporting to clients and Parliament) using the Common Measurement Tool, and use of the results to guide continued improvement in client satisfaction.

1. The two Government Online WD services are complete, and both have take-up targets and marketing plans.
2. However, one service indicates that the front-line staff is not trained to handle increased complexity of queries and there is no HR strategy to redeploy resources.

Pursuing Program Partnerships: WD met its 2005 partnership target.

Measuring Cost-effectiveness / Channel Migration:

1. Other than the mention of limited qualitative benefits, TBS is not aware of any specific activity being undertaken by WD to measure the cost-effectiveness of service delivery channels.

Client-satisfaction:

1. The Agency has registered for use of the Common Measurement Tool (CMT) with the Institute for Citizen-centred Service and shows some commitment to measuring client satisfaction.
2. The Agency has been engaged in client satisfaction surveying of CSBCs in Western Canada using the metrics of the CMT and has published summary results on the web.
3. There is no evidence of the development or posting of service standards as required by Policy Framework for Service Improvement.

Horizontal Solutions:  Not Applicable

Internal service delivery supportive of enterprise- wide (Government of Canada-wide) approach (e.g. shared and common services and infrastructure in IT, HR, Finance, Materiel), as evidenced by:

• Commitments met on using Secure Channel services (timing and transaction volumes);
• Active participation in enterprise-wide initiatives and adoption of Shared service and systems.

WD is an active participant on various regional and national interdepartmental committees with respect to small agency HR Heads, HRIS Steering Committee and the Committee of Senior Officers.

WD is also an active participant within the ATIP Community and this year hosted the annual Regional Agency/Industry Portfolio ATIP Meeting.

WD’s Manager, Corporate Accounting, Policies and Business Systems is an active participant on the CAS –System Rationalization Working group (SRWG) and in addition to representing WD is chair of the national GX cluster group.  WD has been an active participant since the committee was created in June 2004.  In addition, he is an active participant in all Small Agencies and Financing Action Group (SAFAG) meetings.

Secure Channel:

All departments and agencies participate in common, core Secure Channel services: Data Network Service, Secure Application Key Management Service and Federated Infrastructure National Directory Service.

WD is an early adopter of Secure Channel services, and considers opportunities as appropriate.

External communications in both official languages, as evidenced by:

• Availability of communications, tools and products in both official languages, for external services to clients.

Although the department provided an active offer in only 75% of cases during the Government of Canada 2003-2004 telephone audit, it was able to provide services in both official languages in 100% of cases. The department mentions that signage at the main entrances indicate that service is available in both official languages.

In addition, the department ensures the quality of the information provided to the public and access to this information in both official languages, including printed material, electronic documents, and media documents.

Sources: 2004-2005 Annual Review of Official Languages; data from the Position and Classification Information System (PCIS) as of March 31, 2005; PSHRMAC’s telephone audit published in 2004; and departmental feedback about the preliminary assessment of the MAF.

Compliance with service delivery and user fee requirements, as evidenced by:

• Performance information for all user fees to which the Act applies; it is based on the DPR (or an alternative report employed by the department) and observations of departmental compliance with the User Fees Act relative to the disclosure of service standards.

Compliance with approved financial authorities and delegations, as evidenced by:

• Issues identified through departmental contacts, Internal Audit reports, Office of the Auditor General (OAG) reports, by Program Sectors, and through review of media reports or other relevant sources of information.