ARCHIVED - MAF Assessment: Public Works and Government Services Canada - 2006

The assessment of public service leadership in values and ethics examines only organizational results; it is not an assessment of leaders themselves or of the actual integrity of the organization. The objective is to provide senior managers with a tool to see where employees' perception of specific items related to public service values is progressing and where progress could be made. The assessment is based exclusively on the perceptions of employees from the 2005 Public Service Employee Survey (PSES), and Management Accountability Framework (MAF) ratings are relative to the performance of other federal public service organizations.  Where available, 2002 results are also used as a basis of comparison. Notes from the 2005 MAF assessment, which reviewed departmental activities in values and ethics, are also sometimes included in order to provide context and additional guidance for interpreting the survey results.

The recent Public Service Empoyee Survey results indicate further work is required to implement strong performance of public service values, as evidenced by the following scores below the public service average: 46% of employees believe senior management will try to resolve concerns raised in the survey and only 66% of employees feel they can clearly explain to others the direction of the organization. The department tracks the number and nature of ethical enquiries made to the ethics officers. The Public Service Empoyee Survey results suggest that the department's efforts are producing positive outcomes, as a majority of employees know with whom to speak to disclose wrongdoing or report ethical issues and what are the resulting impacts. Overall, Public Works and Government Service Canada is encouraged to continue building upon the current systems and processes and to focus on areas where Public Service Empoyee Survey results fall below the public service average.

1.1 Organizational performance for each family of Public Service values, as defined in the Values and Ethics Code for the Public Service (Acceptable)

Public Works Government Services Canada has achieved acceptable performance in Professional, Ethical and People Values throughout the organization, given its performance in most areas is consistent with the public service average.

However, Public Works Government Services Canada should address the following areas of concern:

1. Only 66% of employees feel they can clearly explain to others the direction of the organization (13% below public service average)
2. 46% of employees believe senior management will try to resolve concerns raised in the survey (6% below public service average)

1.2 Extent to which leaders foster a culture of respect and integrity (Acceptable)

Public Works Government Services Canada has achieved acceptable performance in addressing the extent to which leaders foster a culture of respect and integrity throughout the organization, given that:

1. 17% of employees feel they have been a victim of harassment on the job (4% below public service average)
2. 16% of employees feel they have been a victim of discrimination on the job (equivalent to public service average)
3. 64% of employees feel the department creates a workplace that prevents harassment and discrimination (equivalent to public service average)

This being said,Public Works Government Services Canada is encouraged to focus on the following area:

1. 39% of employees feel they have a say in decisions and actions (7% below public service average)

1.3 Extent to which the organization maintains and promotes appropriate, accessible avenues for disclosure of wrongdoing (Strong)

Public Works Government Services Canada is commended for a strong performance regarding the extent to which it maintains and promotes accessible avenues for disclosure of wrongdoing, given that:

1. 73% of employees feel they know where to go if faced with an ethical dilemma/value conflict (5% above public service average)
2. 49% of employees feel they can initiate a formal redress process without fear of reprisal (same as public service average)

Public Works and Government Services Canada has two strategic outcomes and a Program Activity Architecture structure in line with its mandate. The Sound Stewardship strategic outcome, however, is more activity focussed.  The outcome commitment is unclear as is how it would have been measured.  

The department has not yet developed performance measures for its strategic outcomes.

2.1 Extent to which the organization's Strategic Outcomes and Program Activity Architecture are consistent with its mandate (Acceptable)

Public Works and Government Services Canada's strategic outcomes and Program Activity Architecture are consistent with its mandate as set out in the Public Works Act.   The department's mandate includes the provision of common, central and shared services, enhanced integrity and efficiencies and its Program Activity Architecture covers these areas.

2.2 Clarity and measurability of the organization's strategic outcomes (Opportunity for Improvement)

Public Works and Government Services Canada has two strategic outcomes, one of which provides a good indication of its long-term goal.  The second strategic outcome: "Sound Stewardship: Canadians benefit from the application of sound stewardship and oversight in the provision of government-wide central services" is activity focussed.  The outcome commitment is unclear on what the department tried to achieve.  Equally unclear is  how the "benefit to Canadians" in this outcome statement can be measured.

The department has developed performance measures for its PAA but not the strategic outcomes.

Based on PWGSC’s Report on Plans and Priorities, Departmental Performance Reports, Program Activity Architecture, organizational charts and business plans of the program activities, it would appear that PWGSC’s program activities operate as individual organizations. Due to the unique nature of operations at PWGSC, there is limited opportunity for integration. For this reason, it is difficult to assess how resources are shared across program activities, how priorities for the department as a whole are set, and how they are monitored.

PWGSC needs to continue making an effort to maintain an overview of its operations.

The RPP and DPR were not well aligned due to a change in PAA structure from one report to the other, nor clearly based on the Management Resources and Results Structure (MRRS). 

3.1 Extent to which accountabilities of senior officials and internal decision-making structures are aligned to the organization's strategic outcomes (Opportunity for Improvement)

Public Works and Government Services Canada reported in its Performance Management Program Scorecard for 2005-2006 that there is strong alignment of senior-level performance agreements with corporate business plans and the operationalization of commitments.

The degree to which performance agreements reflect executive accountabilities presents opportunities for improvement.

Public Works and Government Services Canada reports that for 2005-06, Corporate Planning prepared mandate letters on behalf of the Deputy Minister. These letters were shared with Assistant Deputy Minister and Chief Executive Officer and were the basis for individual performance agreements.

The department has two strategic outcomes that are set within broader government priorities and give a clear indication of its long-term goals.  Key Management Committee terms of reference outline clear mandates but there is an opportunity to better demonstrate how the departmental organization and committee structures align with the strategic outcomes. (Source: RPP, DPR, Org Chart, PAA, Key Management Committee Terms of Reference)

3.2 Extent to which Reports on Plans and Priorities and Departmental Performance Reports are aligned and based on the approved MRRS (Attention Required)

The assessment of this measure is based on the 2005-06 Reports on Plans and Priorities and the 2005-06 Departmental Performance Reports, reports of the most recently completed reporting cycle.

The Program Activity Architecture is not clear as "service areas" have been added as a layer and are the basis for reporting. The terminology of the Management Resources and Results Structure (MRRS) is not properly used (e.g. activity instead of program activity). For a reader expecting to read a performance story based on program activities, "services" and "activities" need to be explained. An important element of the principles of reporting on performance that inform the MRRS is the identification and discussion of lessons learned. This is not evident in the reports.

Canada's Performance is not mentioned in Departmental Performance Report though the department's priorities are discussed in relation to government priorities (e.g. Speech from the Throne, Federal Accountability Act). The alignment between the Report on Plans and Priorities and Departmental Performance Report was inconsistent for priorities, plans and program activities. A disconnect is often observed between performance indicators in the Reports on Plans and Priorities and actual results presented in the Departmental Performance Report. In addition, there were three strategic outcomes in the Reports on Plans and Priorities (2005-06) and two in the Departmental Performance Report (2005-06). While both reports focus on two strategic outcomes, there is no explanation or crosswalk to explain the disappearance of the third.

3.5 Presence of a risk-based corporate plan which: is fully aligned to strategic outcomes; serves to align sector business plans; integrates strategic plans, HR plans, and resource plans; and is regularly monitored for progress and performance (Opportunity for Improvement)

Each program activity in PWGSC appears to function independently from one another. It is recognized that due to the unique nature of operations at PWGSC, this opportunity for integration is limited. However, PWGSC needs to continue making an effort to maintain an overview of its operations.

Public Works and Government Services Canada appears to use its Report on Plans and Priorities (RPP) as its key corporate plan but does not appear to have an overarching or integrated plan to address department-wide priority ranking. Nor is this plan risk-based.

However, each individual program activity does have a comprehensive business plan outlining goals, priorities, milestones/timetables and strategies and has produced business cases that are risked-based. Such business cases make linkages back to the department's Management Accountability Framework, but not to an overall corporate plan, be it the RPP or other. They also fail to mention which corporate committees are tasked in monitoring performance.  Each individual program activity business plan does appear to be regularly monitored for progress and performance. Key goals, priorities, milestones, risks, and strategies are clearly laid out in each plan.

Public Works and Government Services Canada's currently leading several major horizontal transformational initiatives of an administrative nature.  Major initiatives include Procurement Transformation (PT), Real Property Transformation and the Information Technology Shared Services Organization (IT-SSO). PWGSC has deployed significant effort in engaging stakeholders across the federal government with varying degrees of effectiveness.

Public Works and Government Services Canada's being assessed on its participation as a both a lead and participant in the Information Technology-Shared Services Organization. The Information Technology-Shared Services Organization has involved constructive dialogue with stakeholders and the initiative is moving forward steadily. 

Public Works and Government Services Canada's also actively engaged in the Corporate Administrative Shared Services Initiative (CASS) as a participatory department. although this has not been rated in the current Management Accountability Framework. 

Public Works and Government Services Canada's involvement with Service Canada, as a service delivery arm for citizen focused programs and activities, is also unrated in the current MAF assessment. 

Public Works and Government Services Canada's being assessed on its participation as a both a lead and participant in Procurement and Real Property Transformation. The nature, breadth and financial implications, have presented singular challenges to Public Works and Government Services Canada. The success of Procurement Transformation requires a degree of collaboration with departments and a skill-set well beyond that traditionally demonstrated by the department. Public Works and Government Services Canada has yet to develop a comprehensive integrated human resources plan to address this challenge. While Public Works and Government Services Canada will be studying mechanisms to promote more effective engagement with other departments and stakeholders, the pushback that Public Works and Government Services Canada has experienced in this initiative is generating delays in delivering anticipated savings that, in turn, have significant financial impact on departments. Over the period of review, leadership of Procurement Transformation projects has shifted within department including challenge in maintaining consistency and stability with the senior management team having had several acting members.

In the case of Real Property Transformation, the initiative is still in its early stages, and a performance management framework for the initiative has not been put in place. 

Public Works and Government Services Canada 's organizational engagement in horizontal programs and policies such as sustainable development was demonstrated through leadership in initiatives such as the establishment of the Office of Greening Government Operations. 

Public Works and Government Services Canada's encouraged to designate a single point of responsibility for dealing with its sole Crown Corporation and its shared governance corporation in order to regularize communications and help ensure the Minister of Public Works and Government Services Canada 's well-informed.

4.1 Level of organizational engagement (e.g. appropriateness, leadership, resource commitment) on horizontal policy and program initiatives (Acceptable)

Public Works and Government Services Canada 's understands the scope and importance of Greening Government and has tasked its Office of Greening Government Operations with leading the development operations of Public Works and Government Services Canada 's updated Sustainable Development Strategy. The Office of Greening Government Operations is a horizontal initiative internally funded by Public Works and Government Services Canada.  Public Works and Government Services Canada tabled its updated Sustainable Development Strategy in December 2006. 

The Office of Greening Government Operations is tasked with monitoring performance as well as providing environmental expertise, services and support to branches responsible for implementing sustainable development targets. In collaboration with Environment Canada and Treasury Board Secreatriat, Public Works and Government Services Canada has provided substantial government-wide horizontal leadership and guidance on the greening of government operations for the development of the fourth round of sustainable development strategies, including performance measures to support greening government.

Public Works and Government Services Canada obtains input and guidance drawn from across government through a Steering Committee structure. Given all the contributions of Office of Greening Government Operations to the horizontal efforts to green government operations, Public Works and Government Services Canada should present these accomplishments more prominently as a horizontal initiative within the corporate reports such as the Reports on Plans and Priorities and Departmental Performance Report.  

4.2 Level of organizational engagement (e.g. appropriateness, leadership, resource commitment) on horizontal administrative initiatives or other government-wide transformational initiatives, as set out in the Government's Agenda, the Clerk's Priorities, etc. (Opportunity for Improvement)

Measure 4.2 focuses on the level of engagement in horizontal administrative initiatives and other large-scale transformational efforts. For this round of MAF, departments were assessed on their lead or participant role in either Corporate Administrative Shared Services (CASS), or the IT-Shared Service Organization (IT-SSO), or their lead role with Service Canada, Real Property (RPT) and Procurement Transformation (PT). The government-wide initiatives undertaken are within its mandate. PWGSC's engagement in horizontal transformation initiatives is reflected in the Business Integration line of the PAA and a Strategic Transformation Branch dedicated to the integration and coordination of the initiatives.

Information Technology-Shared Services Organization: Public Works and Government Services Canada shows clear understanding of the shared outcomes and departmental contribution; excellent departmental support; a clear methodology and governance structure for engagement outlining roles and responsibilities; dedicated resources allocated to engaging Wave 1 Partner Organizations and uses regular monitoring and reporting on performance and risk to support decision-making.  The steady growth of the initiative demonstrates acceptable progress.

Corporate Administrative Shared Services (CASS): While Public Works and Government Services Canada 's participation in CASS is Unrated in the current round of Management Accountability Framework, it is actively engaged as a participatory department as evidenced by involvement in the Assistant Deputy Minister Steering Committee.

Service Canada: Public Works and Government Services Canada's participation in Service Canada initiatives is also Unrated for the current round of Management Accountability Framework.

Procurement and Real Property Transformation: RPT is still in its early stages. The overall vision and consequences of the initiative are not yet finalized, creating uncertainty for staff. Public Works and Government Services Canada demonstrates good internal support and communication in advancing Procurement Transformation projects such as the Government of Canada Marketplace and the Shared Travel Service Initiative. These projects have dedicated offices, governance structures, documented risk and performance measurement indicators, and regular status reports.  Public Works and Government Services Canada encourages the use of industry best practices and tools but has experienced difficulty in implementation, particularly when public policy and labour relations are impacted. While departments and other stakeholders actively participate in the governance mechanisms supporting the Procurement Transpformation agenda, Public Works and Government Services Canada has struggled. This signals a need for increased rigour in the leadership required to effectively engage those affected and generate partners in the process.  There has been pushback and a lack of buy-in by departments and suppliers.  Public Works and Government Services Canada has dedicated substantial resources, often re-allocated from traditional business activities, to transformation projects. Work remains in the identification of the future organizational model, and skill sets required to sustain major transformation initiatives. There is therefore Opportunity for Improvement in the area of horizontal engagement in Procurement Transformation.

Public Works and Government Services Canada receives an overall rating of Opportunity for Improvement for measure 4.2.

4.3 Presence of a clearly articulated portfolio management structure or plan and governance mechanisms to foster regular dialogue (Opportunity for Improvement)

ThePublic Works and Government Services Canada portfolio consists of one Crown corporation, Defence Construction (1951) Ltd. and one shared governance corporation. While Public Works and Government Services Canada 's Corporate Policy Group is responsible for addressing portfolio issues, in order to regularize communications and help ensure the Minister of Public Works and Government Services Canada is well-informed regarding developments within the Crown corporation, Public Works and Government Services Canada is encouraged to designate a single point of responsibility for dealing with Defence Construction (1951) Ltd. and its shared governance corporation.

Between 2004 and 2006, PWGSC put forward at least *

Despite applying significant effort, the processing of memoranda to Cabinet and Treasury Board submissions is often delayed by the difficulty Public Works and Government Services Canada experiences in substantiating the analytical underpinnings and consultations supporting the recommendations in business cases, * The development of the business case analyses is often more the justification of a stated result, rather than a development of the overall possibilities that have the potential to respond to a particular problem. Also, the problem is often not clearly stated at the outset. These facts make validation of the analysis more difficult and result in delays.

PWGSC plans and presentations regarding the real estate program require a level of analysis and effort, as well as a not inconsiderable amount of resources.  Since the beginning of 2006-07, PWGSC has made notable efforts to improve the project-management function which should, in and of itself, improve the quality of the business cases used in submissions to Cabinet and to TB.

Public Works and Government Services Canada, as a common service provider (e.g. contracting) often seeks Treasury Board approval for authorities related to and in support of the activities of its clients.  In such cases, Public Works and Government Services Canada needs to provide consistent context, background information and linkages to client department programs, to support decision making by Ministers.  Public Works and Government Services Canada is responsive and engaged with external stakeholders.

Draft documents are often sent to Treasury Board Secretariat very early in the process, and often not again until much later in the process. Also, initial drafts have not always received at a consistent level of review or "sign-off" before being sent to Treasury Board Secretariat.  While the department is generally responsive to suggestions, there may be a significant time lag between initial (often rough) drafts, and final documents, which are often sent to Treasury Board Secretariat at the same time as senior-level approval is being sought within the department.

While Public Works and Government Services Canada possesses a diversity and richness of functional expertise across its many business lines, it does not systematically take full advantage of this when dealing with internal Public Works and Government Services Canada submissions. Treasury Board Secretariat often must request that such internal horizontal consultation be performed. 

5.1 Accuracy and reliability of supporting information in MCs and TB Subs (Opportunity for Improvement)

Preliminary versions of TB submissions received by the TBS are often of minimal quality. Cost estimates and analysis of the various options are not always of the highest quality. In some cases, not all the options have been analyzed or the submissions were so delayed that some of the options were no longer available.   Numerous comments and requests from TBS that PWGSC produce on a timely basis are necessary before the final versions of presentations are of the quality required to support a recommendation to TB.     

The * presented by PWGSC were of very high quality. On the other hand, the submission documents did not provide a clear basis for analysis and TBS made comments to that effect.  

Despite applying significant effort, the processing of MCs and submissions is often delayed by the difficulty PWGSC experiences in substantiating the analytical underpinnings and consultations supporting the recommendations in business cases, *

5.2 Quality, adequacy and soundness of analysis (including outcomes, factual analysis, performance history, options, business case, financial and non-financial performance projections, risk factors and mitigation strategies to address audit findings) (Opportunity for Improvement)

For some business cases, the underpinning of the analysis is often more the justification of a stated result, rather than development of the overall possibilities that have the potential to respond to a particular problem. Further, the problem is not always clearly established at the outset. These facts make validation of the analysis more difficult and result in delays.  

The performance measurement framework was very rarely supplied along with the submission without having to be specifically requested by TBS.

In many presentations, the requests related to increases in the cost of delivering the project. It seems that one of the weaknesses of PWGSC relates to the fair estimate of the costs of certain projects, especially those involving construction by the Crown.

Risk analyses and mitigation strategies for projects are normally included in TB submissions Normally, PWGSC responds positively to TBS comments.   

PWGSC, as a common service provider (e.g. contracting) is often seeking TB approval for authorities related to and in support of the activities of its clients.  In such cases, PWGSC needs to provide consistent context, background information and linkages to client department programs, to support decision making by Ministers.

5.3 Appropriate stakeholder consultations on MCs and TB Subs (Opportunity for Improvement)

In the area of real estate, the division of responsibilities in supplying office space makes this service somewhat problematic. The Auditor General made reference to this in her last report in May 2006.  

Under the current method, the client must supply the funding for a part of the accommodations that exceed the funding received by PWGSC. While PWGSC has the authority to impose the accommodation decision, such a situation is problematic because, in some cases, the client does not have the funds, and the project is therefore jeopardized. PWGSC manages approximately 500 leasing transactions each year, and the problems with clients described above are not frequent.

The implementation of accommodation standards was presented to the stakeholders, but it seems that in some cases there was a lack of communication because TBS received calls from PWGSC clients highlighting this issue.   

In the case of contracting submissions for external client requests, PWGSC is responsive and engaged with external stakeholders.

While PWGSC possesses a diversity and richness of functional expertise across its many business lines, it does not systematically take full advantage of this when dealing with internal PWGSC submissions. Often TBS must request that such internal horizontal consultation be performed.   

5.4 Timeliness of consultations with central agencies on MCs and TB Subs (Opportunity for Improvement)

PWGSC initiated few MCs.  With respect to those submitted, consultations with central agencies were appropriate and PWGSC responded promptly to all requests and questions.

As for TB submissions, the majority of consultations were with TBS.  On a few occasions, PWGSC consulted TBS at the beginning of the approval process, which made it possible to align the presentation appropriately later.  However, in several cases, the submissions were late, which created challenges in relation to analysis and timing.

In addition, the planning of the volume of TB submissions by PWGSC is somewhat inadequate.  At the end of sessions of parliament, there is a considerable increase in the volume of submissions and they cannot therefore all be dealt with.  While TBS asked PWGSC to establish a submission priority system, PWGSC has been slow to do so.

5.5 Presence of a quality control process on MCs and TB Subs and the extent of its rigour and effectiveness (Opportunity for Improvement)

The quality control process was adequate for the MCs submitted by PWGSC.

With respect to TB submissions, the quality varied greatly from one to the next. TBS noted a decline in the quality of TB submissions in the last while, primarily in the end-of-session periods.  

PWGSC real estate projects are often highly complex, and involve a very high number of variables. Often, at the outset, submissions do not provide an excellent understanding of the situation and do not always meet all the basic requirements.

Draft documents are often sent to TBS very early in the process and often not again until much later in the process. Also, initial drafts have not always received a consistent level of review or "sign-off" before being sent to TBS.  While the department is generally responsive to suggestions, there may be a significant time lag between initial (often rough) drafts and final documents, which are often sent to TBS at the same time as senior-level approval is being sought within the department.  

The department's evaluation function continues to strengthen given the department's commitment to develop a neutral evaluation unit with dedicated A-base resourcing.

Evaluation planning and reports comply with the Treasury Board Evaluation Policy, and report writing is clear and concise.

Senior executive engagement in evaluation processes is evidenced by the the activities of a joint Audit and Evaluation Committee, Chaired by the Deputy Minister.  

 6.1 Progress in moving toward full coverage of the organization's program base (both G&C and other programs) on a five-year cycle (Acceptable)

Consistent with the evaluation budgets of 2004-05 and 2005-06, Public Works and Government Services Canada continues in 2006-07 to manage an active evaluation function with a budget of seven full-time equivalents and $1.05M. Forecasts are noted to increase by three or four FTEs and $400K in the two upcoming planning years.

Evaluation activity remained high and consistent with five evaluation reports being completed in 2005-06 in addition to four Evaluation Frameworks.   It is anticipated that four evaluations or reviews and two Evaluation Frameworks will be completed by the end of 2006-07.

A risk-based evaluation plan is available, with an annual update anticipated at the end of March 2007.

6.2 Neutrality of evaluation and focus on program improvement and value for money – including program performance and relevance (Strong)

Of five evaluation reports reviewed, all utilized multiple lines of evidence and conformed to the Evaluation Policy in their coverage of success, cost effectiveness and relevance. 

Recommendations coincide with report analysis and findings and management action plans have been submitted to Treasury Board Secretariat subsequently in response to recommendations.

As noted, A-base evaluation resources appear to adequately cover the Treasury Board renewal commitments of the departments with additional coverage afforded for programs of public interest and those linked to departmental transformation initiatives.   

6.3 Extent to which evaluations are used to support decision-making in the organization (Strong)

A joint departmental Audit and Evaluation Committee, chaired by the Deputy Minister, approves the evaluation plans, reports and respective recommendations,  management action plans and monitors their progress.

Of the recommendations made in fiscal 2005-06, 50% have been implemented.

Average length of time for evaluation completion is six months. 

Due to the distinct nature of operations within Public Works and Government Services Canada there is a continued and understandable emphasis on vertical management of the department.  This vertical management structure limits the opportunity to integrate information and prioritize pressures between service areas.

While Public Works and Government Services Canada provides financial information to assess spending against planned activities using A-base reviews, quarterly reviews and monthly Department Management Reports, this information is not integrated with non-financial performance information to allow for full-assessment of value-for-money in the program base.

Discrepancies between the structure, content and approach used in the Program Activity Architecture, the Reports on Plans and Priorities and Departmental Performance Reports weaken the credibility and usefulness of performance information.

PWGSC is implementing an integrated financial and materiel system to address the lack of interoperability between the various financial and management systems and improve the availability, accessibility and reliability of integrated financial and non-financial information. It is too early to assess whether such systems will be used to integrate information in support corporate decision-making.

To improve the quality of management information related to real property, PWGSC is currently evaluating the feasibility of investing in its current systems or purchasing a Commercial Off-the-Shelf system.  A portal will be developed to provide reports to senior management on real property management.

In its role as common service provider, Public Works and Government Services Canada lacks management information from client departments which makes it difficult to determine priorities amongst competing demands for services. 

7.1 Extent to which integrated management information from financial, HR, payroll, asset and real property and program performance information systems are readily accessible for corporate decision-making (Attention Required)

Due to the distinct nature of operations at Public Works and Government Services Canada, there is an understandable emphasis on vertical management of the department making it difficult to prioritize pressures between service areas.

Lack of interoperability between the various internal financial and management systems continues to limit PWGSC's ability to integrate information in support of corporate decision making. While there is no single system in PWGSC that fully integrates the full range of financial, human resources, real property and other assets, PWGSC is implementing an integrated financial and materiel system. As the new system will not be fully implemented until April 2008, it is too early to assess the impact on corporate decision-making that this may have.

In its role as common services provider, lack of management information from client departments makes it difficult to prioritize amongst competing demands for services. 

7.2 Extent to which clear and integrated performance expectations in the RPP are tracked and reported on in the DPR (Opportunity for Improvement)

The 2005/06 Reports on Plans and Priorities and Departmental Performance Reports were used to assess this measure.

The reporting inconsistency between the "Performance Overview" sections of the service areas results in lack of integration between the two reports. As well, different departmental priorities were presented in the Report on Plans and Priorities (based on The Way Forward, pg. 8) and the Departmental Performance Report (based on Value Propositions, pg. 11). There is often inconsistency between performance indicators in the Reports on Plans and Priorities and the actual results presented in the Departmental Performance Report and as a result it is difficult to determine whether results were achieved as planned. In Section 2 of the Departmental Performance Report there is inconsistency within each program activity between the text of the Performance Overview and the tables with results by strategic outcome and program activity. That is, the link between text and tables needs to be stronger. Moreover there is little or no outcome level discussion of results by strategic outcome or program activity. 

7.3 Extent to which public performance reports integrate credible performance information (beyond activities and outputs to results) (Opportunity for Improvement)

The 2005/06 Report on Plans and Priorities and Departmental Performance Report were used to assess this measure.

There is heavy reliance on activity and output data with sporadic comparison to targets and service standards, without setting performance into context (e.g. use of trend data) and without links to achievement of outcomes. The lack of consistency in approach and structure between service areas also made assessment difficult. The credibility of performance information is not strong as a result of the limited discussion of issues related to performance measurement, sources of data were not provided and there were discrepancies between indicators used in the Report on Plans and Priorities and Departmental Performance Report.

The department is facing a significant change agenda, principally related to the number of its large horizontal transformation initiatives in informatics, real property and procurement, which are also expected to affect other government departments and agencies. Employees appear to be broadly engaged in change management activities.

In response to these challenges, Public Works and Government Services Canada has put in place a number of internal change management processes and has created a Strategic Transformation Branch.

During the past year, there have been challenges in maintaining momentum behind the stated strategies and the requisite capacity within Public Works and Government Services Canada with respect to the execution and implementation of its transformation initiatives. This has adversely affected the original completion timelines of a number of key activities, particularly progress related to real property (e.g. changes to outsourcing strategies) and procurement transformation (e.g. finalizing a savings model with Departments, rollout of procurement instruments to achieve savings targets). Furthermore, modifications to change management plans are ongoing as iterations and adjustments are made to overall strategies.  

As a result, Public Works and Government Services Canada has struggled in progressing on some major initiatives, signalling a need for increased rigour in the implementation of change across government, and for leadership required to effectively engage those affected by change and generating partners in the change process. For example, the Procurement Transformation initiative has resulted in pushback and a lack of buy-in by departments and suppliers, a critical factor for success in the change process. The overall vision and consequences of the Real Property initiative are not yet finalized, creating uncertainty for staff.

Work remains to be done in planning and identifying the future organizational model, and the skill sets required to sustain its major transformation and change management initiatives into the future.

8.1 Level of organizational engagement on change management (Attention Required)

Public Works and Government Services Canada is currently leading a number of key, high- profile transformation initiatives in the areas of informatics, real property and procurement, which are expected to have significant change management impacts within the department as well as in other government departments. The department has developed change management plans and strategies at the project and transformation initiative levels. In addition, the department has also re-organized internally to specifically address the related change management impacts on a more comprehensive basis by creating a Strategic Transformation Branch (now being disbanded). This unit exercises a corporate oversight function to harmonize the development of change strategies and plans across branches and regions related to the various transformational initiatives. 

Employees within the organization appear to be broadly engaged as evidenced by the establishment of a change management web site, employee guides, communications plans and activities, and presentations.

However, during the past year there have been challenges in maintaining momentum behind the stated strategies and the requisite capacity within Public Works and Government Services Canada with respect to the execution and implementation of its transformation initiatives, which has adversely affected the original completion timelines of a number of key activities.  While the department continues to put effort into developing change management tools, it has struggled in achieving anticipated outcomes on some major initiatives, signalling a need for increased rigour in the implementation of change across government, and for leadership in effectively engaging those affected by change and generating partners in the change process. For example, the Procurement Transformation initiative has resulted in pushback and a lack of buy-in by departments and suppliers, critical for success in the change process.  

8.2 Extent to which individual and organizational learning contributes to organizational change management strategy (Attention Required)

Specific training requirements and plans are identified in response to the change management impacts identified at the project and transformation initiative levels.   These plans are developed to address training and change management activities tailored to the requirements of employees and key stakeholders affected by the department's major transformation initiatives.  

Public Works and Government Services Canada has produced a high-level Integrated Human Resources Management Plan that highlights the importance of integrating business and Human Resources planning in support of transformation initiatives. However, there continues to be little evidence that Public Works and Government Services Canada has identified targets for supporting long-term organizational skills and capacities. It is also unclear how strategies for achieving these targets are aligned to the timelines of Public Works and Government Services Canada's major transformation and change management initiatives.

8.3 Clarity of corporate vision, and commitment to continuous improvement and innovation (Acceptable)

With respect to the department's corporate vision, employee surveys indicate that the corporate vision is understood by employees at the various levels.   Specifically, employees are aware of the various transformation initiatives under way and how these major projects and initiatives are aligned with the department's corporate vision.    

The department is committed to continuous improvement and innovation as evidenced by the management systems and formal internal review mechanisms and processes that are in place.

The department seeks new and better ways of doing business by systematically reviewing the practices and innovations of other organizations that are focusing on business transformation and obtaining input and advice from other departments through interdepartmental committees.

Public Works and Government Services Canada has made noteworthy improvements in strengthening and advancing its corporate risk management activity.  This is due to the very strong senior-level leadership and prominence of risk as a key emerging driver in the department. 

The Corporate Risk Profile is updated.

There are multiple exemplary elements of strong risk management practice within the department that can be regarded as federal "better practice," notably the clear well-articulated business plans which link performance, risk, mitigation, internal/external audit and MAF elements into one coherent integrated planning document.

For the future, more evidence of ownership and monitoring of mitigation by senior management will be sought.

9.1 Level of engagement of the senior executive in corporate risk management (e.g. organizational focus, senior executive accountabilities, risk mitigation strategies, Business Continuity Plans, Emergency Preparedness Plans) (Strong)

Senior management is committed to improving corporate risk management activity and leadership.  There are multiple points of noteworthy progress developing or achieved.  These include the creation of the Office of the Chief Risk Officer; the assignment of accountability for major risks to the senior executive; and a corporate Integrated Risk Management framework being adapted and applied in branches.  The organizational focus includes objective-centric risk awareness and senior level risk reporting as part of the executive dashboard.  While these types of activities are one of the few "good practice" organizations, Public Works and Government Services Canada has been in an environment of continuous change during this period.  The significance of this factor is that it may affect the actual success of Integrated Risk Management implementation and the ability of Integrated Risk Management to contribute to improved organizational performance.

9.3 Currency of the corporate risk assessment and profile (Acceptable)

Public Works and Government Services Canada has updated its Corporate Risk Profile.  It includes the identification and assessment of key risks along with related mitigation strategies.  Accountabilities among senior management for managing, monitoring and reporting on mitigation are assigned. 

9.4 Extent to which corporate planning is informed by risk (Acceptable)

The department's business planning template could serve as a model for integrating risk and mitigation planning by key corporate priority.  The Departmental Performance Report document and other business planning documents provided by Public Works and Government Services Canada indicate that the template is being used.  Other departments could benefit from the example of Public Works and Government Services Canada. 

A Corporate Risk Profile is complete. It is fundamental to integrated risk management. Evidence in the future that the practice of Integrated Risk Management is being applied consistently at all levels could improve this rating.

9.5 Risk Mitigation strategies are in place for key program and corporate risks (Acceptable)

The integrated risk-in-business planning tool requires identification of risk and mitigation plans for each key priority and serves as a key enabler of the departmental business plan.  The tool requires that branches identify critical risks and mitigation strategies, and assign accountability for monitoring and tracking purposes.  To maintain this rating in the future, evidence of ownership and monitoring of mitigation by senior management will be required.

The Chief Information Officer is the senior official with authority for all information management/information technology functions, demonstrating integrated governance. An overall vision and strategy for the Information Management Program within the department has been developed and will be presented to the Departmental Operations Committee in early 2007 for approval. The implementation of the information management strategy is dependent upon funding and resources. 

The privacy and confidentiality of information is dependent on good security practices. Public Works and Government Services Canada is only partially compliant with the Standard for Management of Information Technology Security. Public Works and Government Services Canada did, however, achieve the three priority objectives which form the foundation of Information Technology Security. Weaknesses still exist however, in Information Technology Shared Services.

Transparency and accountability in privacy and access to information practices are essential to good information management. This year's assessment of this dimension was primarily limited to the department's compliance with public reporting requirements. Public Works and Government Services Canada's public reporting did not contain all the required elements necessary to fully inform parliamentarians and the public on certain aspects of its management of privacy and access to information. Specifically, Public Works and Government Services Canada's chapter in the Treasury Board Secretariat Info Source publication requires revisions to its information holdings. The Treasury Board Secretariat Info Source publication is used to inform the public about government information holdings, including personal information. In addition, the Departmental Annual Report to Parliament on the administration of the Access to Information and Privacy Acts did not include the required information on the extent of any data matching activities.

12.1 Level of corporate engagement in information management (integrated departmental management framework and governance structure that ensures IM strategies support departmental outcomes) (Strong)

Public Works and Government Services Canada states that the Chief Information Officer is the senior official with information management responsibility and that the Departmental Operations Committee has endorsed the Chief Information Officer as the functional authority for all information management/information technology functions.

12.2 Degree of implementation of an IM strategy which, for large departments, is based upon a capacity assessment (Opportunity for Improvement)

Public Works and Government Services Canada has developed an overall vision and strategy for the Information Management Program within the department. A high-level Information Management Program Plan was tabled at the Information Management & Knowledge Management Advisory Committee on October 18, 2006 and the Departmental Information Management/Information Technology Steering Committee on November 7, 2006. The next planned step is to present to Departmental Operations Committee in the fourth quarter of 2006/07. The implementation of the information management strategy is dependent on identification of funding and resources.

12.3 Timeliness and completeness of reporting in support of access and privacy requirements (Acceptable)

Measure 12.3 assessed the department's timeliness and completeness in terms of public reporting on access to information and privacy activities through Annual Reports to Parliament and descriptions of information holdings through the Treasury Board Secretariat Info Source publication. The key elements of this measure included an assessment of the department's timeliness in meeting the legislated deadlines for submission of its Annual Reports to Parliament on access to information and privacy, input for the department's chapter of the Treasury Board Secretariat Info Source publication, and the completeness of the reported information. This included whether or not the department fulfilled specific requirements for reporting, outlined in Treasury Board Secretariat Implementation Reports for preparing such documents.

Public Works and Government Services Canada met the legislated deadlines for submission of its Annual Reports to Parliament on access to information and privacy, input for the department's chapter of the Treasury Board Secretariat Info Source publication, and met most of the reporting requirements concerning completeness of that information. However, data matching activities were not reported as required by the Treasury Board Secretariat Implementation Report. As well, Public Works and Government Services Canada's chapter of the annual Treasury Board Secretariat Info Source publication requires some revisions to its descriptions of information holdings to facilitate the right of access under the Access to Information Act.

12.5 Extent to which critical information is secure and an effective privacy regime is in place, monitored, and managed (Opportunity for Improvement)

Measure 12.5 assessed the key elements required to maintain an effective privacy regime. This measure included an assessment of the accuracy of Personal Information Banks; an assertion that an appropriate delegation of authority is in place at the department, as required under the Privacy Act; and, finally, that the department demonstrated that it was successful in protecting personal information through effective information technology security measures.

Public Works and Government Services Canada is only partially compliant with the Standard for Management of Information Technology Security. However, Public Works and Government Services Canada did achieve the three priority objectives which form the foundation of Information Technology Security. Weaknesses still exist however, within Information Technology Shared Services.

Public Works and Government Services Canada is engaged in a program of real property renewal through two initiatives: Cabinet commitments to contribute savings of $1.025 billion over the next five years and business transformation to a modern corporate real estate organization, reflecting industry best practices. 

There is no performance management framework in place to measure the true net savings of the first initiative to government as a whole. Since much of the informtion is held by tenants, the establishment of a baseline is a government- wide exercise. Treasury Board Secretariat has encouraged Public Works Canada to take leadership on developing forward strategies for the gathering of this information.   

The business transformation framework addresses proposed structures, systems, outsourcing, real estate study, people management and union efficiency initiatives and should address concerns raised by the Auditor General and others.   

The department has deferred completion of a national office accommodation strategy until the new Treasury Board Policy on Investment Planning is approved. 

Although the department has a materiel management framework, it does not have information on the life-cycle cost and performance of most moveable assets (apart from vehicles).

14.1 Extent to which appropriate long-term capital planning is in place (e.g. adequacy of asset information on condition/use, inclusion of all asset classes (real property, material, IM/IT), alignment with program delivery) (Acceptable)

Public Works and Government Services Canada has delayed completion of its national investment strategy, pending approval of the proposed Treasury Board policy on investment planning.   Public Works and Government Services Canada intends to develop its next national investment strategy in line with the proposed policy direction.

14.2 Extent to which an appropriate real property management framework is in place for custodians and tenants (e.g. accountability/decision-making structures, information systems, certified completeness and accuracy of national inventory data) (Opportunity for Improvement)

Public Works and Government Services Canada has embarked on a program of real property renewal through two related initiatives:  1) Cabinet commitments to contribute savings of $1.025 billion over the next five years, and 2) business transformation to reposition the branch as a modern corporate real estate organization reflecting industry best practices.  The department has developed a business transformation framework involving proposed structures, systems, outsourcing, real estate study, people management (communication and learning), and union efficiency initiatives. 

With respect to the first initative, Public Works and Government Services Canada is responsible for delivering office accommodation to all departments across government.  Further consultation is required with tenant departments to address concerns raised about potential impacts on their budgets.  Treasury Board Secretariat has identified a need for a comprehensive, whole of government costing (including tenant costs) as a baseline for assessing the results, performance and improvements to gain an appreciation of the true net savings to government.  Since much of the information required to produce a comprehensive overview of accommodation costs is held by tenant departments, the establishment of a baseline needs to be a government-wide exercise.  Treasury Board Secretariat has encouraged Public Works and Government Services Canada to take leadership on the development of forward strategies for the gathering of this information.

The business transformation initiative is critical to improve the efficiency of delivery, reducing the cost of accommodation and managing a variety of specialized assets.  Ongoing concerns have been raised by the Officer of the Auditor General and others with respect to inadequate systems and data to plan and control the Real Property programs.  The department is now in the process of seeking government approval for the business and systems transformation project which will help address these issues. 

The department continues to implement their National Portfolio Management Plan, which builds on the principles of the National Investment Strategy, to guide their investment planning and decision making in their real property assets. A five-year National Portfolio Plan is scheduled to begin in 2007-08.

The department certifies the information in the Directory of Federal Real Property on an annual basis.  It has 237 contaminated sites listed on the Federal Contaminated Sites Inventory.  The departmental contaminated sites management plans, while timely, require improvements to align with Treasury Board Secretariat guidance.  

14.3 Extent to which an appropriate material management framework is in place (e.g. clarity of accountabilities, consistency with organizational capabilities, reliability of life-cycle costs and performance information) (Acceptable)

Public Works and Government Services Canada has an appropriate materiel management framework in place that sets out clear accountabilities for the management of departmental moveable assets, and ensures that practitioners are well-trained and supported by sound policy and procedural guidance.  Information on the value and location of moveable assets is collected, and information on the life-cycle cost and performance of moveable assets is collected as required.

With respect to meeting its own operation requirements, work remains to be done to improve governance and control mechanisms. The department has taken measures to address these items. The department should undertake an audit this year to ensure that there are no other problem areas.

With respect to meeting the procurement requirements of other departments, the Independent Reviewer of Procurement under the Federal Accountability Action Plan noted in his report that departments were dissatisfied with the speed and cost of Public Works and Government Services Canada's service delivery.

16.1 Level of oversight of procurement and contracting functions (e.g. presence of a Contracts Review Committee, quality of contracting data, timely completion of disclosure information for contracts over $10,000, implementation of audit recommendations where applicable, etc.) (Opportunity for Improvement)

The department is developing a policy regarding contract reviews, and should re-establish such a committee this year.

The department provides its procurement information to the annual procurement data system (DATACAP) and discloses contracts that it enters into that are valued at over $10,000 on its website in a timely manner.

A high-profile procurement identified the need to separate the financial commitment authority from the contracting authority for procurements in the Acquisitions Branch. This should be incorporated into policy.

Another high-profile procurement identified the need for Public Works and Government Services Canada to ensure that conditions on the Treasury Board approval of procurements are communicated to the contracting authority and to the technical authority. In addition, the department needs to improve its system to comply with Treasury Board conditions on procurements since some conditions remain outstanding for long periods of time.

The department should institute a mechanism to measure the level of client satisfaction within the department and undertake an audit to ensure that there are no other problem areas.

16.2 Cost-effectiveness of end-to-end procurement processes (Opportunity for Improvement)

The use of acquisitions cards is increasing in the department, but there remains opportunities to increase their use even further.

The department uses its government-wide standing offers and has a well-developed system to assess the economic analysis of large procurements.

The department has improved the accuracy and timeliness of its financial reporting information.  This is evidenced by a decrease in the number of errors on trial balance submissions in this fiscal year.    

With respect to the quality of internal financial management reporting, it was noted that three post closing entries were required at year-end.  As well, additional audit concerns identified areas where financial reporting could be improved.

The department's financial statement package was prepared in a timely fashion and was based on Treasury Board Accounting Standard 1.2 and Canadian generally accepted accounting principles.

Various audit concerns noted deficiencies in the area of payroll verification controls.  Various recommendations included a need to improve management and monitoring controls within payroll, ensuring that verification procedures are implemented and documented on a consistent basis.

Similarly, a horizontal audit on the delegation of financial authority noted care is required to ensure the department is meeting key elements of the Treasury Board Policy on Delegation of Authorities (e.g. timely delegation instruments).

17.1 Compliance with approved financial management legislation, policies and directives, including the Transfer Payment Policy (Opportunity for Improvement)

It had been expected that there would be a sufficient number of audit reports upon which to assess compliance with financial management policies. The insufficiency of such audit reports suggests that increased audit effort is required in this area. Treasury Board Secretariat expects to see increased audit evidence next year.

Audit concerns were expressed to the department about payroll verification controls not being consistently applied and about backlogs related to special pay requests. The Auditor General recommended that Public Works and Government Services Canada's Compensation Directorate "must improve its management and monitoring controls within payroll, ensuring that verification procedures are implemented and documented on a consistent basis."

17.2 Extent to which accounting and reporting, including external reporting, of financial activities are compliant with Government policies, directives and standards (accuracy, timeliness, completeness) (Acceptable)

On the Public Accounts scorecard, the department obtained a grade of A with 91% of plates on time, compared to 94% in the prior year.  There was a decrease in the number of errors on trial balance submissions from 519 in fiscal 2004/05 to 125 in fiscal 2005/06.

17.3 Timeliness, accuracy and frequency of departmental forecasts, as demonstrated by:

1. Forecasting reports; and
2. History and size of unplanned lapses and carry-forwards

(Unrated)

The methodology for assessing this measure is under development for application in future reviews. As such, this measure is unrated at this time.

The Office of the Comptroller General has been informed that a financial reporting package is provided to senior management on a monthly basis.  Budget forecasts are considered reliable as of period 9.

17.4 Progress in achieving readiness for reasonably efficient audit, and obtaining unqualified audit opinion, of departmental financial statements, as applicable (Acceptable)

The department financial statement package was prepared in a timely fashion, and was based on Treasury Board Accounting Standard 1.2 and Canadian generally accepted accounting principles.

17.5 To be measured when possible this Round:
Quality of internal financial management reporting, as demonstrated by:

1. Completeness, frequency, timeliness and accuracy of internal monthly reports of operations (expenses, revenues)
2. Completeness, frequency, timeliness of analysis and reconciliation of material balance sheet accounts
3. Size and nature of year-end adjusting entries

(Opportunity for Improvement)

Three post-closing journal entries were required after year-end. Audit concerns were identified in several areas where financial reporting could be improved.

17.6 To be measured when possible this Round: Quality and effectiveness of delegation of financial authorities, as demonstrated by:

1. Delegation of authority instruments
2. Training in place to upgrade and maintain knowledge & skills of those with delegated financial authority
3. Horizontal audit on delegation of authorities, where applicable

(Opportunity for Improvement)

The Office of the Comptroller General's ongoing Horizontal Audit of Delegation of Financial Authority is examining the level of compliance with the Treasury Board Policy on Delegation of Authority.   Preliminary results were shared within the Office of the Comptroller General for the following three elements used in the Management Accountability Framework assessment:

Timely delegation instrument: Not met
Training programs: Met
Ongoing or active monitoring: Met

The department has advised that an implementation plan has been developed for the new Internal Audit Policy, but has not been approved. Elements of an internal audit function are in place, but significant improvements are required in internal audit planning and reporting. This has been a year of transition, with staffing at the Chief Audit Executive level. The department advised that there is an Audit Committee Charter in line with the new Internal Audit Policy, and a strategic plan, not yet approved, for the new Audit Committee.  

* The Chief Audit Executive reports to the Deputy Minister, who chairs the Audit Committee, and the Audit Committee includes one external member.

Public Works and Government Services Canada did not prepare an internal audit plan for 2006-07. In the third quarter, the department provided Treasury Board Secretariat with an approved listing of internal audit projects.   

Draft internal audit reports with management action plans were not produced in a timely manner, nor were internal audit reports made available for public disclosure in a timely fashion.  Internal audit reports should also be improved by consistently identifying risks in the contextual background section of the reports.

Internal audit resources have declined and indications are that an already-low internal audit report productivity is unchanged from previous fiscal years.

18.1 Quality of audit plans (risk-based, appropriate approvals, methodology, continuity with previous years, adequacy of detail on activities and costs) (Attention Required)

Public Works and Government Services Canada did not prepare an internal audit plan for 2006-07. In the third quarter, the department provided the Treasury Board Secretariat with an approved listing of internal audit projects. The department must prepare annual Deputy Minister approved risk-based internal audit plans.

18.2 Quality of Internal Audit Reporting (adequacy of contextual information, adequate support for 'expression of opinion', timeliness of delivery and public disclosure and follow-up) (Opportunity for Improvement)

Draft internal audit reports with management action plans were not produced in a timely manner and internal audit reports were not made available for public disclosure in a timely fashion.  Internal audit reports could be improved by consistently identifying risks in the contextual background section of the reports.

18.3 Quality of internal audit resources (qualified CAE, mix and level of experience of professional staff) (Unrated)

*

18.4 Progress in implementing the Internal Audit Policy (evidence of sustained management engagement, appropriate approval of Audit Committee terms of reference or charter and strategic plan, Audit Committee with appropriate chair and DM/OCG approved membership) (Opportunity for Improvement)

This has been a year of transition.  The department advised that there is an Audit Committee Charter in line with the new Internal Audit Policy, and a strategic plan, not yet approved, for the new Audit Committee.  

As this indicator focuses on external services to the public, the degree to which service standards are in place and the level of participation in external whole of government service solutions were not assessed due to lack of applicability.

 Public Works and Government Services Canada adequately communicates with the public, however, there is an opportunity for improvement in providing services in both official languages.  To improve its MAF rating, Public Works and Government Services Canada needs to improve the level of bilingual services in regional offices.

19.1 Extent to which client satisfaction and service standards are in place and published, performance against standards is assessed (using the Common Measurements Tool for client satisfaction) and findings are acted upon to achieve high levels of client satisfaction (Not Applicable)

Not applicable due to no external services.

19.2 Extent of participation, where appropriate, in whole of government service solutions that provide citizens with easy access to seamless service (Not Applicable)

Not applicable due to no external services.

19.3 Extent to which public/client views/needs are considered when developing new services/programs/policies (Acceptable)

Public Works and Government Services Canada shows evidence in its Departmental Performance Report, Report on Plans and Priorities and public opinion research of consulting with key clients and stakeholders.  However, very few of these are external to government.

19.4 Accessibility to government services in both official languages (Opportunity for Improvement)

Public Works and Government Services Canada has 44 offices and service points designated as bilingual for service to the public, including one office abroad.

Linguistic capacity: According to data taken from the Position and Classification Information System as of March 31, 2006, the linguistic capacity for all offices designated as bilingual was 84.2%, a drop from the previous year (86.1%) and below the average for the public service as a whole (89.9%).  The data also indicate that 7 offices in the regions do not have any bilingual capacity.

Availability of communications and services: The Department was the subject of 7 complaints (4 deemed founded and 3 still under investigation), which represents a decrease compared with the previous year (17 complaints).  Public Works and Government Services made significant efforts to correct the most problematic situations identified the previous year.  As a result, the French version of the Web site was reviewed, and corrective measures were taken regarding bid solicitations on MERX.

However, deficiencies persist in relation to the active offer and delivery of services in both languages, as shown by the results of the audit conducted in British Columbia by the Human Resources Management Agency and the severe judgment made by the Commissioner of Official Languages in her performance report card released in May 2006.  In its annual review, the Department indicated that its performance in relation to the active offer of services in both official languages could be improved.

Sources: PCIS – Data as of March 31, 2006; 2005-2006 Annual Review; audits; reports of the Office of the Commissioner of Official Languages