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 PSES 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 2005 MAF assessment recommended that Western Economic Diversification Canada regularly collect employee feedback on perceptions of the organizational culture and related values and ethics issues, such as integrity, fairness, respect, satisfaction and engagement. The 2005 PSES results indicate that such efforts are creating positive outcomes as 64% of employees are satisfied with the way informal complaints are resolved and 59% believe senior management will try to resolve concerns raised in the survey, with both scores being above the public service average. However, WD must also respond to employee perceptions of harassment and discrimination, which are above the public service average. The 2005 MAF also encouraged WD to assess employee usage of existing recourse avenues and whether employees feel comfortable using them.   The recent PSES results indicate that WD would benefit from increased focus on such issues. Overall, WD is encouraged to continue working towards a strong performance in values and ethics by building upon the systems and processes identified in the previous MAF cycle and focusing on areas where PSES 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 (Strong)

Western Economic Diversification (WD) is recognized for achieving a strong performance in professional, ethical and people values throughout the organization, given that:

1. 64% of employees feel they are satisfied with the way informal complaints are resolved (7% above the public service average)
2. 81% of employees feel they get the training they need to do their jobs (5% above the public service average)
3. 64% of employees feel the department supports employee career development (8% above the public service average)
4. 73% of employees feel the process of selecting a person for a position is done fairly (5% the public service average)
5. 52% of employees agree that the competitions were run in a fair manner (8% above the public service average)
6. 59% of employees believe senior management will try to resolve concerns raised in survey (7% above PS average)
7. 89% of employees feel the organization is a good place to work (6% above the public service average)

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

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

1. 53% of employees feel they have a say in decisions and actions (7% above the public service average)
2. 84% of employees feel they can suggest ways to improve and their supervisor takes them seriously (5% abovethe public service average)
3. 68% of employees feel the department creates a workplace that prevents harassment and discrimination (4% above the public service average)

However,

1. 21% of employees feel they have been a victim of discrimination on the job (5% above the public service average)
2. 22% feel they have been a victim of harassment on the job (same as the public service average)

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

WD is encouraged to improve the extent to which the organization maintains and promotes accessible avenues for disclosure of wrongdoing, given that:

1. 64% of employees feel they know where to go if faced with an ethical dilemma/value conflict (4% below the public service average)
2. 40% of employees feel they can initiate a formal redress process without fear of reprisal (7% below the public service average)

Western Economic Diversification's strategic outcomes and Program Activity Architecture (PAA) are consistent with the organization's mandate. WD's mandate is based on the Western Economic Diversification Act in which the department is mandated to "promote the development and diversification of the economy of Western Canada and to advance the interests of Western Canada in national economic policy, program and project development and implementation." While linkages with the organization's PAA are clear, WD should consider revisiting their three strategic outcomes in order to provide complete and outcome-oriented statements.

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

WD's strategic outcomes and PAA are consistent with the organization's mandate. WD's mandate is based on the Western Economic Diversification Act in which the department is mandated to, "promote the development and diversification of the economy of Western Canada and to advance the interests of Western Canada in national economic policy, program and project development and implementation." This corresponds to the three strategic outcomes.  

WD should state the strategic outcomes as complete statements and not as areas of focus for the department accompanied by a hyphenated activity or outcome. The PAA is consistent with the organization's mandate; the program titles and program descriptions are clearly linked to the department's mandate.

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

WD has three strategic outcomes:

1. Policy, advocacy and coordination – policies and programs that support the development of Western Canada.
2. community economic development – economically viable communities in Western Canada with a high quality of life.
3. Entrepreneurship and innovation – competitive and expanded business sector in Western Canada and a strengthened Western Canadian innovation system.

 The three strategic outcomes give an indication of WD's long-term goals, however, two are very high-level (e.g., quality of life, business sector in Western Canada). Generally, WD should consider revising its three strategic outcomes in order to provide more outcome-oriented and complete statements.

WD participates actively in horizontal initiatives with other federal departments and general information on participation is widely available.   According to the WD's most recent DPR and RPP and government web sites, it has been an active participant in over five horizontal initiatives with other federal departments, including the Western Economic Partnership Agreements, the United States Enhanced Representation Initiative and Urban Development Agreements.   The roles of the Department and the outcomes of its involvement in horizontal initiatives are clear and are in most cases fully covered in its DPR Departmental Performance Report.

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

Western Economic Diversification Canada, by the nature of its business, is involved in several horizontal initiatives with other federal departments and signs numerous agreements with other levels of government in Western Canada.   According to the Department's most recent Departmental Performance Report(DPR) and Report on Plans and Priorities (RPP) and government web sites, WD has been an active participant in over five horizontal initiatives with other federal departments, including the Western Economic Partnership Agreements, the United States Enhanced Representation Initiative and Urban Development Agreements.   The roles of the department and the outcomes of its involvement in horizontal initiatives are clear and are in most cases fully covered in it's DPR.    WD's strategic outcomes include Policy, Advocacy and Coordination, and Infrastructure activity under the Community Economic Development strategic outcome.  Governance structures for the United States Enhanced Representation Initiative are clearly stated on the Government of Canada's Web site and specific governance structures for Infrastructure Canada's western initiatives are referred to on WD's Web site but are not explained in detail.  The contributions of the department in the horizontal initiatives are clearly stated but detailed information on project monitoring and program review and design do not in most cases appear in the documents available or on the government Web sites.  The table for overall horizontal initiatives consists only of a list of titles in the DPR and RPP.  In light of Western Economic Diversification's mandate, the Department has plans in place to carry out its role in horizontal and collaborative initiatives and these plans are referred to or emphasized in its planning and reporting documents.   Western Economic Diversification is the lead department on the Western Economic Partnership Agreements.   Information on governance structure and the performance management framework is available in the Western Economic Partnership Agreement's Results-based Management and Accountability Framework.   Other general performance information in terms of projects completed, outcomes achieved and resources invested under the Western Economic Partnership Agreements,  is available on the Department's Web site.

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. (Not Applicable)

Measure 4.2 focuses on level of engagement in horizontal administrative initiatives and other large-scale transformational efforts. For this round of Management Accountabilit Framework, departments were assessed on their lead or participant role in either Corporate Admin Shared Services (CASS), and the IT-Shared Service Organization (IT-SSO), or their lead role with Service Canada, Real Property and Procurement Transformation.

Given this context, Western Economic Diversification Canada has been assigned a rating of NOT APPLICABLE for measure 4.2 for this round of MAF.

4.3 Presence of a clearly articulated portfolio management structure or plan and governance mechanisms to foster regular dialogue (Not Applicable)

This measure does not apply because this entity is not considered a portfolio lead department.

* Overall, WD provides sufficient detail to support business cases in Cabinet documents but more in-depth analysis of policy alternatives could be explored more fully. WD follows good practices in consulting with community leaders and other levels of government in developing proposals. WD consistently makes changes to documents consistent with requests from the Treasury Board Secretariat.

5.1 Accuracy and reliability of supporting information in MCs and TB Subs (Acceptable)

WD generally provides sufficient amounts of detail to explain business cases in its Memoranda to Cabinet and in its Treasury Board submissions. Overall, the information provided in the first draft of Cabinet documents supports the request yet explanations pertaining to authorities and resources are either not consistently clear or complete.   WD officials demonstrate a high degree of responsiveness to changes requested by Treasury Board Secretariat officials.

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)

WD consistently establishes clear linkages between program and project approvals and the department's mandate.  The department effectively refers to performance measurement and evaluation frameworks in its documents.  WD officials usually make all significant changes requested by Treasury Board Secretariat.  WDcould strengthen proposals by including more in-depth analysis of options. 

5.3 Appropriate stakeholder consultations on MCs and TB Subs (Strong)

As a regional development agency, WD maintains a network of contacts from Western Canada. In the summer of 2006, the department conducted a series of roundtable discussions with Western leaders from business, academic, and community groups in order to develop a renewed vision for the department. In the memoranda to Cabinet and the Treasury Board submissions prepared by the Department, there is general evidence that stakeholder groups have been consulted in the process of developing proposals.  

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

WD communicates frequently with the Treasury Board Secretariat(TBS) on the status of submissions and memoranda to Cabinet.  During the Management Accountability Framework (MAF) assessment period, unexpected factors in the department's planning environment resulted in a number of submissions arriving late to the Treasury Board Secretariat.

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 first drafts of Treasury Board submissions and memoranda to Cabinet present enough information to support the request although some areas are more fully developed than others. For example, the documents generally explain the story in detail but often certain elements of the analysis for particular projects do not clarify links to wider policy issues or explain why this project has been chosen over other potential initiatives. Narrative and the financial information are consistent with one another but generally require some clarification. The Department has begun to pay more attention to the overall quality of submissions, resulting in fewer requested changes.

The level of evaluation activity at Western Economic Diversification decreased in 2006-07 from the previous year. Three evaluations were completed in 2005-06 and no evaluations are planned in 2006-07. A system is in place that tracks the implementation of recommendations made in past evaluations, but to date only one management response/action plan has been posted on-line (and reviewed by Treasury Board Secretariat). It is recommended that WD strengthen its approach to measuring value-for-money with its evaluations, in order to better meet Treasury Board Evaluation policy requirements and improve the overall quality and utility of evaluations. WD is also urged to continue posting management responses and action plans on their website, to demonstrate commitment to using evaluation information for program improvements.

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 (Opportunity for Improvement)

A risk-based evaluation plan for 2006-2009 has been submitted and reviewed at TBS. No evaluations are planned for completion in 2006/2007, however WD has commenced an evaluation of the Western Diversification Program to be completed in 2007/2008, as well as liaising with other departments on two evaluations in 2006/2007. Three evaluations were completed in 2005/2006.

Evaluations completed in 2005/2006 represented coverage of approximately $5.8 million in program expenditures (less than 2% of total departmental expenditures).

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

Evaluations completed in 2005/2006 have been reviewed at TBS. Of these three evaluations, all covered the issue of relevance using fair substantiation, but cost-effectiveness was only covered in two evaluations, with limited substantiation. One evaluation did not look at cost-effectiveness.

The evaluation function is A-based to $1.2 million in 2006/2007, and resources are shared with the audit and ethics unit. The organization reports that resources are shared approximately equally between the two functions (audit and evaluation). Two Full-time equivalents are currently supported by the A-base and devoted to evaluation (total full-time equivalents for the organization are 390). No additional departmental resources in support of the evaluation function are reported.

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

A departmental evaluation committee is in place, structured jointly with audit at this time. The committee is chaired by the departmental head, and is responsible for approving the evaluation plan, reviewing and approving evaluation reports, reviewing and approving recommendations, management response/action plans, and monitoring follow-up to management response/action plans.

Of the three evaluations completed in 2005/2006, only one has a management response posted on-line.

The department reports the rate of implementation of recommendations by program: of the three completed in 2005/2006, the rate of implementation of recommendations ranged from 50-75%, but the department reports that 100% of recommendations are planned for implementation.

The average length of time to complete an evaluation in 2005/2006 was 15 months, which is a longer length of time than average.

Western Economic Diversification has systems in place to evaluate programs using a variety of tools. In general, project assessments focus on project costs, ability to leverage non-WD and non-tax dollars as well as the project's contribution to WD's strategic objectives. It is not clear to what extent the different information systems are integrated. There are also significant discrepancies between the Report on Plans and Priorities (RPP) and the Departmental Performance Report (DPR) in terms of tracking measurement. Output and outcome measures identified for program activities in the RPP are not addressed in the DPR, and performance expectations identified in the RPP are not tracked and reported in the DPR. A significant amount of reporting is at the sub-activity level where the focus is on activities and outputs.  As a result it is not clear what was achieved for spending from a results perspective.

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 (Opportunity for Improvement)

The WD's strategic objectives and entrepreneurship initiatives are achieved primarily through grants and contributions. Financial performance and expected results relative to strategic outcomes and plans are evaluated using an integrated Project Assessment Tool (PAT). These assessments form the basis for the Deputy Minister and senior management challenge of projects. WD is also working towards implementing its Project Assessment System called Project Gateway, which is expanding to further manage the lifecycle of project applications and is slated for completion by October 2008. Challenges still remain as grants and contributions are committed on a multi-year basis, making potential reallocations difficult. While all programs are subject to audit and evaluation, cost-effectiveness for multi-year grant and contribution programs remains a challenge. Documented systems are in place providing financial, departmental and human resource information, like the Corporate Services Quarterly Review brief. However, it is unclear how this information is integrated.

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 assessment of this measure is based on the 2005-06 RPP and the 2005-06 DPR which are the reports of the most recently completed reporting cycle.

The program activity architecture (PAA) is the basis of reporting in Section 2 of both reports. It is clear what the program activities and strategic outcomes are, and which ones are connected. There is a focus on outputs and activities, not outcomes and some reporting is at the sub-activity level.  There are significant discrepancies between the RPP and DPR. For example, output and outcome measures identified for program activities in the RPP are not addressed in the DPR and performance expectations identified in the RPP are not tracked and reported on in the DPR. These differences were not explained in the DPR.

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

The assessment of this measure is based on the 2005-06 Reports on Plans and Priorities (RPP) and the 2005-06 Departmental Performance Reports (DPR) which are the reports of the most recently completed reporting cycle.

A significant amount of RPP and DPR is at the sub-activity level and the focus is on activities and outputs.   There is some roll-up to outcomes (e.g. pg. 33) but there is no consistent discussion of results at the program activity program activity level. The link between resources and results is made through the reporting of planned and actual spending by program activity. However, a considerable amount of reporting is done at the sub-activity level while the planned and actual resources are presented only at the PA level. Therefore what was achieved for spending is not apparent from a results perspective. The lack of follow-through with the performance measurement system from the RPP to the DPR is a concern, as is the lack of discussion of its absence. The report's comparisons with other Canadian jurisdictions were a positive addition to the report.

WD is currently undertaking an organizational change process which began with a visioning exercise. Discussions were held with employees and stakeholders, resulting in a renewed vision, new priorities and proposed changes in the focus of some of the programs and projects. The new corporate vision is in the implementation phase. While not completed, the corporate vision is understood throughout the organization. With this process, the department demonstrates that it is committed to improving. The department is to be commended for its visioning exercise. The development of specific training programs in support of the change initiative and the integration of new skills and competencies will improve the department's performance.

8.1 Level of organizational engagement on change management (Acceptable)

In 2006, WD's change management initiatives were focused on the vision for the department. Because of the Department's small size, the Executive Committee and senior management were directly involved with the change management strategies that arose from the vision.  During the summer, employees were engaged in understanding the vision through town hall meetings and consultation committees and the Minister and department undertook consultations with stakeholders. 

The nature of the department's program necessitates regular engagement with stakeholders in the project development process. In addition, through annual planning exercises and ongoing environmental scans, the department maintains interaction with stakeholders and employees. Key initiatives are outlined in the RPP.

On an ongoing basis, with the help of the Canada School of Public Service, WD supports individual learning with respect to core competencies and improving people management.

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

The visioning initiative is still in the early stages of implementation and as the strategic framework exercise evolves, it will include identifying organizational change requirements and training requirements and establishing an action plan by the 4th quarter of 2006/07.

In addition, WD facilitates learning through individual learning agreements while group training is provided on an ongoing basis, based on an assessment of skill gaps.

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

The corporate vision is current and has been communicated throughout the organization. In the Public Service Employee Survey, 79% of employees indicated that they could clearly explain the direction of their organization to others. At an all-executive planning meeting in December the corporate vision was reviewed. Executives met to develop a common understanding of the vision outcomes and understand implementation issues.

Although Western Economic Diversification has made progress since last year with respect to risk management by developing a corporate risk profile, overall progress to establish an integrated risk management framework and integrate risk into corporate decision-making and planning is slow. Integrated Risk Management Steering and Implementation Committees need to focus on advancing the department's own implementation timeline. Despite this, the Corporate Risk Profile is current and identifies broad areas where risks need to be managed and mitigation strategies for each of the key risks are identified.

However, the Report on Plans and Priorities (RPP) 2006-07 makes no mention of risk management and provides no evidence that planning is currently informed by risk. WD projects that once its Integrated Risk Management Framework is finalized, risk will become part of corporate planning.

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) (Acceptable)

Senior management is engaged in advancing the risk management agenda of WD. However, progress in finalizing and approving the Western Economic Diversification Integrated Risk Management Framework is quite slow. A final framework, originally expected by the fall of 2006 with full implementation by summer 2007, is now expected by summer 2007, with implementation beginning in the fall/winter of fiscal 2007. Integrated Risk Management Steering and Implementation Committees are in place; it would appear however that the committees need to give greater priority to advancing the Integrated Risk Management timeline. The development of the Corporate Risk Profile as a first step in integrating risk management practices into the organization did apparently involve input from the Executive Committee (although the extent of its involvement is not clear). The Executive Committee will be called upon to review the corporate risk profile annually. 

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

The Corporate Risk Profile is current and identifies broad areas where risks need to be managed.

9.4 Extent to which corporate planning is informed by risk (Opportunity for Improvement)

The Report on Plans and Priorities 2006-07 makes no mention of risk management and provides no evidence that planning is currently informed by risk.  The Integrated Risk Framework and Implementation Plans remain to be defined and approved.  Western Economic Diversification projects that once their Integrated Risk Management Framework is finalized, risk will become part of planning.

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

Western Economic Diversification Canada's Corporate Risk Profile identifies mitigation strategies for each of the key risks identified.  However there is no evidence that strategies are being monitored by the executive committee.

This indicator is based on a roll-up of the various data according to the methodology shared with departments and agencies in December of 2006. A key source for the assessment was the 2005 Public Service Employee Survey (PSES), which is the most recent comparable evidence of employee perceptions, and which provides insight into the respondents' attitudes towards the key Workplace outcomes being measured.

Based on assessments for this indicator, Western Economic Diversification exhibits acceptable performance.  The organization is commended for exhibiting strong performance in its practices of Professional, Ethical and People Values as demonstrated by the Public Service Employee Survey 2005 results.  It should be noted, however, that there is opportunity for improvement in the areas related to the number and pattern of promotions and representation, and the separation rate for employment equity groups.  The organization is also encouraged to improve its practices with respect to promoting accessible avenues for disclosure of wrongdoing at workplace.  

10.1 FAIRNESS OF EMPLOYMENT AND WORKPLACE PRACTICES AND EFFECTIVENESS OF LABOUR RELATIONS (Acceptable)

For the areas assessed, the department's overall rating is acceptable.  However, there is opportunity for improvement in the number and pattern of promotions in employment equity groups.

10.1.1 Number of founded complaints related to Staffing (Acceptable)

The Public Service Commission data on complaints related to staffing for 2005-06 indicate that 3% of staffing processes were appealed with no appeals upheld.

10.1.2 Number and frequency of removal of delegation of authority related to staffing (Acceptable)

The Public Service Commission has not reported any removal or restriction on the department's delegated authority.

10.1.4 Number of classification grievances (Acceptable)

Classification Grievances from January-November 2006

• No newly entered grievances
• No active cases

Source: Classification Grievance Tracking System (as of Nov 14, 2006)

The Public Service Human Resources Management Agency's monitoring of the department indicated that, overall, employees are notified of classification decisions and of their right to file a grievance.

10.1.5 Development, promotion or adoption of PSMA practices (Acceptable)

WD established Chief Learning Officer, and was an early adapter of, and model for, learning strategies and leadership capacity.  It exhibited Solid communication with stakeholders. It has updated its Labour Management Consultation Committee terms of reference and policies.

10.1.6 Number and pattern of promotions (EE groups) (Opportunity for Improvement)

Women received 58.1% (18 / 31) of all promotions in 2005-06;

Aboriginal peoples comprised 6.5% of promotions;

Persons with disabilities received 6.5 % of all promotions;

Visible minorities received 12.9% of all promotions.

Women, Aboriginal people and persons with disabilities were promoted at higher rates than their representation, contrary to visible minorities.

10.1.9 ICMS is in place (Acceptable)

Key components of the Informal Conflict Management System (ICMS) were in place during the assessment period: the organization had consulted unions for the development/implementation of their Informal Conflict Management System, their system was completed, and staff was informed of it.

10.1.10 Effective LMCC in place (meet on a regular basis, effectiveness rated by both management and unions) (Acceptable)

A labour Management Consultation Committee is in place.

10.1.12 Survey question index (Acceptable)

The Public Service Employee Survey results indicate that the employee perceptions of fairness in the workplace are acceptable. However, there is opportunity for improvement in the areas reflecting employees' views with respect to the process of claiming overtime.

10.2 EXTENT TO WHICH THE FOLLOWING ARE EXHIBITED IN THE WORKPLACE: CLEAR DIRECTION; COLLABORATION; RESPECT AND SUPPORT FOR EMPLOYEES' LINGUISTIC RIGHTS, DIVERSITY AND PERSONAL CIRCUMSTANCES (Acceptable)

For the areas assessed, this organization is rated overall as acceptable with strong performance with respect to the number and percentage of supervisors that meet their position requirements.  However, there is opportunity for improvement in the areas of employment equity representation and separation rate.

10.2.1 Organizational language capacity to provide personnel and central services in both official languages (Acceptable)

As of March 31, 2006, 87% of employees met the language requirements of their positions, ie, 40 out of 46 employees. Last year, this rate was 73%. The institution has made some progress. The institution's language capacity is acceptable.

Source: Official Languages Information System (OLIS II) – Data as of March 31, 2006.

10.2.2 Number and percentage of supervisors that meet the requirements of their position (Strong)

As of March 31, 2006, 91% of supervisors met the language requirements of their positions, ie, 10 out of 11 supervisors. Last year, this rate was 82%. The institution has made some progress. The institution's language capacity is strong.

Source: Position and Classification Information System (PCIS) – Data as of March 31, 2006.

10.2.3 Availability of work, information and communication tools in both official languages (Acceptable)

The institution has strengthened its linguistic capacity in terms of supervision and personal and central services, and is planning various activities in 2006-2007 to create a work environment conducive to the use of both official languages. It indicated in its report that it will pay particular attention to the availability of work instruments in both official languages and to the simultaneous dissemination of both versions to ensure the equality of status of both languages and the right of employees to use either French or English. The situation is generally acceptable.

According to the 2005 Public Service Employee Survey, 95% of employees said that materials and tools were available in the official language of their choice, compared with 94% for all institutions combined. With respect to the use of the official language of their choice in communications, the employee satisfaction rate was 87%, which equals the average for the institutions. These results are therefore acceptable.

Sources: 2005-2006 Annual Review; 2005 Public Service Employee Survey.

10.2.4 Absence of complaints related to language of work (Strong)

No complaints on this matter.  

Source: List of complaints to the Official Languages Commissioner.

10.2.5 Evidence of targets in PMA's / planning documents (Unrated)

This sub-measure will be rated as of the next round of Management Accountability Framework.

10.2.6 EE representation and separation rate (Opportunity for Improvement)

62.5% (20/32) of separations were by women.

6.3% (2/32) of separations were by Aboriginal peoples.

12.5% (4/32) of separations were by persons with disabilities.

6.3% (2/32) of separations were by visible minorities.

With the exception of visible minorities, separations for women, persons with disabilities and Aboriginal peoples were higher than their recruitment.

10.2.7 Number of discrimination complaints (based on race, colour, gender, person with disability) (Unrated)

This sub-measure will be rated as of the next round of Management Accountability Framework.

10.2.10 Survey question index (Acceptable)

The PSES results indicate that the employee perception of an enabling workplace is acceptable.

10.3 EXTENT TO WHICH THE WORKPLACE IS A HEALTHY AND SAFE PHYSICAL AND PSYCHOLOGICAL ENVIRONMENT (Acceptable)

For the areas assessed, this organization is overall rated as acceptable. 78% of employees believe they get adequate recognition and acknowledgment of good work from their supervisors (3% above the public service average).

10.3.4 Number of EAP usage (Acceptable)

The organization met the requirements of the policy.

10.3.5 Percentage of employees who get adequate recognition from their immediate supervisor when they do a good job (Q21) (Acceptable)

The departmetn is 3% above public service organizations' average

10.3.6 Survey question index (Acceptable)

The PSES results indicate that the employee perception of a healthy and safe workplace is acceptable.

This indicator is based on a roll-up of the various data according to the methodology shared with departments and agencies in December of 2006. A key source for the assessment was the 2005 Public Service Employee Survey (PSES), which is the most recent comparable evidence of employee perceptions, and which provides insight into the respondents' attitudes towards the key workforce outcomes being measured.

Based on our assessments, this organization exhibits acceptable performance for this indicator.  It should be noted, however, that there is opportunity for improvement, based on employee perceptions, in the areas related to availability of learning opportunities, availability of a fair chance of promotion within the organization, availability of training in the language of choice and on-the-job coaching.  Furthermore, as the 2005 PSES suggests, there is opportunity for improvement in the areas reflecting employee perceptions of whether the organization takes time out to rethink its business and provides accessible avenues for addressing ethical dilemmas.

11.1 CAPACITY OF THE WORKFORCE TO PERFORM ITS DUTIES (e.g. ITS SIZE, MIX OF SKILLS, AND DIVERSITY OF BACKGROUNDS) (Acceptable)

For the areas assessed, this organization is overall rated as acceptable.  The organization is commended for its best practices with respect to incorporating leadership competencies and values and ethics commitments in performance agreements, along with performance goals and indicators.  While, overall, employee perception of a productive workforce is acceptable and in line with the public service average, there is an opportunity to improve the areas reflecting employee perception of getting a fair chance of promotion within their organization. 

11.1.4 The department has an effective Performance Management Program for executives, based on the annual and triennial scorecard (Acceptable)

The assessment below is based solely on information extracted from the organization's annual scorecard.

The organization reports in its Annual Performance Management Program Scorecard that 

1. has processes in place, to ensure equity and consistency:
2. There is a review mechanism to ensure there is a consistent approach in determining performance ratings
3. It uses leadership competencies and the public service values and ethics to assess how results were obtained
4. It has a communications plan and program to ensure that executives understand the Performance Management Program

Best practices:

Leadership competencies and values and ethics commitments in performance agreements, with performance goals and indicators.

Correlation between ratings and performance pay:

1. The percentage of executives who were rated in the highest category was 21.4% in comparison with the rest of the core public administration percentage of 17.7%
2. The percentage of executives who received a bonus was 10.7% in comparison with the rest of the core public administration percentage of 22.3%
3. The expenditure for lump-sum payments as a percentage of payroll was 7.1% in comparison with the budget of 7.0%

11.1.7 Survey question index (Acceptable)

The Public Service Employee Survey results indicate that the employee perception of productive workforce is acceptable.  However, there is an opportunity for improvement in the areas reflecting employees' views on getting a fair chance of promotion within their organization. 

11.2 EXTENT TO WHICH THE WORKFORCE REFLECTS CANADA'S POPULATION, RESPECTS OFFICIAL LANGUAGES AND IS GUIDED BY PUBLIC SERVICE VALUES AND ETHICS (Acceptable)

For the areas assessed, this organization is overall rated as acceptable.  While there are no complaints with respect to equitable participation, the organization is encouraged to improve its performance in providing the employees with training in their language of choice and support in addressing ethical dilemmas.

11.2.1 Representation, Hiring, Gaps (Acceptable)

The organization exceeded its overall representation goals for all of the employment equity designated groups based on departmental work force availability estimates.

- EXECUTIVE -

Based on departmental workforce availability, the organization met its minimum representation goals for women, persons with disabilities and visible minorities, whereas Aboriginal peoples at 0.0% (0 / 22) vs. 5.5% were under-represented.

Given the promotion rate of Aboriginal peoples, it is expected that their number at the executive level will increase. 

11.2.2 Participation rate of Anglophones and Francophones (Acceptable)

Anglophones: 320 (90%)
Francophones: 35 (10%)

The offices of the institution are all in western Canada, except one, which is in Ottawa. The situation is acceptable given the mandates and locations of the institution's offices.  

Source: Position and Classification Information System (PCIS) – Data as of March 31, 2006 .

11.2.3 Absence of complaints with regard to equitable participation (Strong)

No complaints were made in 2005.

Source: List of complaints to the Official Languages Commissioner.

11.2.4 Respect for Treasury Board's official languages policies (Acceptable)

Training: According to the results of the 2005 Public Service Employee Survey, 79% of employees said that training was offered in the official language of their choice. This is a relatively small percentage compared to the average of all institutions combined (85%).

Bilingual positions: According to data from the Position and Classification Information System, as of March 31, 2006, the institution had 78 designated bilingual positions out of a total of 355 employees, and 91% of the incumbents met the language requirements of those positions as of that date. This is a very strong performance given that all the offices are located in the western provinces, except the one in Ottawa.

Service to the public: In general, it offers communications and services in both official languages and co-operates with official language communities to meet their needs. The situation is acceptable.

Language of work: The situation is generally acceptable.

The institution is planning various activities in 2006 -2007 to create a work environment conducive to the use of both official languages. It indicated in its report that it will pay particular attention to the availability of work instruments in both official languages and to the simultaneous dissemination of both versions to ensure the equality of status of both languages and the right of employees to use either French or English.  

Sources: Positions and Classification Information System – Data as of March 31, 2006; 2005-2006 Annual Review; List of complaints to the Official Languages Commissioner; 2005 Public Service Employee Survey.

11.2.5 Survey question index (Opportunity for Improvement)

The Public Service Employee Survey results indicate that there is opportunity for improvement in the employees' perception of a principled workforce, specifically in the areas reflecting availability of training in the language of choice and getting help in addressing an ethical dilemma.

11.3 EXTENT TO WHICH THE WORKFORCE IS RENEWABLE AND AFFORDABLE (Acceptable)

For the areas assessed, this organization is overall rated as acceptable.  According to the 2006-07 Report on Plans and Priorities, the organization demonstrates a continuous effort with respect to integrating human resources and business planning processes. 

11.3.1 Is there a process in place to integrate HR and business planning? (Acceptable)

The organization has 390 full-time employees.  According to the 2005-06 Management Accountability Framework assessment, the organization was expected to include integrated human resources and business planning in its 2006-07 Report on Plans and Priorities.  To this extent, the organization has met the expectations. The 2006-07 Report on Plans and Priorities states that “Regional and corporate unit plans support the department's strategic outcomes. The department has established a strong business planning function to support priority setting and investment decisions. In the coming year, it will refine its planning process to integrate human resources planning into all regional and corporate plans.” The existence of an actual human resources plan could provide details on how human resources and business planning are integrated. 

11.3.2 Does the department have an HR plan? (Unrated)

Public Service Human Resources Management Agency of Canada did not request departmental Human Resources plans for this round of assessment, consequently, the sub-measure is unrated.

11.4 EXTENT TO WHICH THE WORKFORCE IS VERSATILE, INNOVATIVE AND CONTINUOUSLY LEARNS (Acceptable)

For the areas assessed, this organization is overall rated as acceptable.  However, there is opportunity for improvement in the areas reflecting employee perception of availability of on-the-job coaching and the ways their unit approaches the process of rethinking its business.

Sub-measures 11.4.1, 11.4.4 and 11.4.5 will be rated the next round of Management Accountability Framework.

11.4.1 Percentage of managers accountable for the learning plan of their employees (Unrated)

11.4.4 Percentage of deployments in relation to number of employees (Unrated)

11.4.5 Participation in development programs (MTP, CAP, AETP, AEXDP, Interchange Canada) (Unrated)

11.4.7 Survey question index (Acceptable)

The Public Service Employee Survey results indicate that the employee perception of an adaptable workforce is acceptable.  However, employees appear to believe their unit should take more time out to rethink business.  Furthermore, the organization is encouraged to improve its performance with respect to providing its employees with on-the-job coaching and mentoring.

The Director of Information Management and Information Technology is responsible for support and services relative to information management in WD. This specifically includes information architecture and management of the Internet and Intranet technology services. The director works in close partnership with two other business areas, namely the Manager, Corporate Administration, for records and document management and access to information and privacy, and the Director, Corporate Communications on website content. There is no formal Library Services function in the department. WD conducted an Information Management Capacity Check in 2004. The outcome was a presentation to executives, generally referred to as the Information Management Agenda, presenting a five-year / three-phase strategic action plan, for this department to optimize information management resources and costs. This action plan was approved and implementation is underway. 

The privacy and confidentiality of information is dependent on good security practices. WD is compliant with most of the Management of Information Technology Security Standard, with no significant deficiencies. Minor deficiencies are in vulnerability management.

Though WD's overall approach to managing its information is acceptable, improvements can be made in access and privacy.

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. WD'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, WD's chapter in the TBS Info Source publication requires revisions to its information holdings. The TBS 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)

The Director of Information Management and Technology is responsible for support and services relative to Information Management in the department. This specifically includes Information Architecture and management of the Internet and Intranet technology services. The Director works in close partnership with two other business owners, namely the Manager, Corporate Administration, for Records and Document Management and Access to Information and Privacy, and the Director Corporate Communications on Website Content. There is no formal Library Services function in the department.

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

WD conducted an Information Management Capacity Check in 2004. The outcome was a presentation to executives, generally referred to as the Information Management Agenda, presenting a five-year / three-phase strategic action plan, for this small department to optimize IM resources and costs. This action plan was approved and implementation is underway.

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

Measure 12.3 assessed an institution'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 institution's timeliness in meeting the legislated deadlines for submission of its Annual Reports to Parliament on access to information and privacy, input for the institution's chapter of the TBS Info Source publication, and the completeness of the reported information. This included whether or not the institution fulfilled specific requirements for reporting that were outlined in TBS Implementation Reports for preparing such documents.

WD met the legislated deadlines for submission of its annual reports to Parliament on access to information and privacy, input for the institution's chapter of the TBS 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 TBS Implementation Report. As well, WD's chapter of the annual TBS 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 (Acceptable)

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 institution, as required under the Privacy Act; and, finally, that the institution demonstrated that it was successful in protecting personal information through effective information technology security measures.

Deficiencies were noted in the descriptions of the department's Personal Information Banks in the TBS Info Source publication.

The department is compliant with most of the Management of Information Technology Security Standard, with no significant deficiencies. Minor deficiencies are in their vulnerability management.

Western Economic Diversification is not an asset-intensive department. It has asset management practices in place commensurate with its investment.

To receive the rating of "strong" the organization is a strong performer in at least two measures and does not warrant attention required or opportunity for improvement in any of the measures. To obtain a strong rating in real property management, the organization: forecasts and documents short- and long-term office accommodation requirements and inputs to Public Works and Government Services Canada planning; an implementation plan is in place to meet accommodation needs; and evacuation plans are in place and practiced regularly. To receive a strong rating for materiel management, the organization has an evergreen investment strategy that includes all asset classes and informs investment decisions.

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) (Not Applicable)

Assessment and rating of measure 14.1 apply only to organizations listed in appendix A of the Policy on Long-term Capital Plans, and other organizations, which are required to submit a Long-term Capital Plan to Treasury Board for approval.

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) (Acceptable)

WD has 13 tenancy agreements in place with PWGSC and occupies 10,615 square metres of office space.  

Treasury Board Secretariat is not aware of any problems related to accommodation plans and planning processes, or relative to emergency evacuation plans.

The Policy on Management of Real Property, which came into force on November 1, 2006, places greater emphasis on the responsibility of tenant departments for planning and managing real property. Therefore, activity in this area will be monitored in the upcoming year.

The department is not a custodian of real property. Therefore, there is no requirement to report to the Directory of Federal Real Property or to the Federal Contaminated Sites Inventory.

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)

WD is not a materiel asset-intensive department.  It has in place a materiel management framework commensurate with the value of its investment.

For the purposes of this assessment, a project is defined as a set of activities required to produce certain defined outputs, or to accomplish specific goals or objectives, within a defined schedule and resource budget.

Western Economic Diversification was not assessed against this indicator as projects they implemented during the MAF reporting period did not meet the project criteria, as defined above.

15.1 Presence of an explicit project management accountability framework that addresses decision-making and oversight and effective monitoring and ongoing review (Not Applicable)

15.2 Extent to which projects are properly resourced (e.g. project management capacity, appropriately trained officials) (Not Applicable)

15.3 Extent to which the organization has demonstrated compliance with delegated project approval and contracting authority requirements and conditions identified by TB (Not Applicable)

WD has provided significant evidence to demonstrate strong policy compliance and acceptable cost-effectiveness for procurement practices. A strong implementation plan put in action quickly for audit recommendations and a demonstrable increase in use of the acquisition card for low-dollar, low-risk procurements to achieve cost savings would increase the department's overall performance for this indicator.

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.) (Strong)

WD has provided evidence that an adequate contracts review committee exists that reviews all non-competitive contract proposals with a value in excess of $10,000. The organization implemented the terms of reference for the Contracts Review Committee in November 2005. Records of decision are kept and maintained.

The department has submitted yearly contracting information to the Annual Contracting Activity Report for Treasury Board Secretariat compiled by Public Works and Government Services Canada. The data for WD do not demonstrate any deficiencies or irregularities. In 2005, the grand total of contracts awarded by WD was 610 at a value of $3,361,000. On behalf of the department, PWGSC awarded 28 contracts at a value of $1,183,000. The department itself awarded 582 contracts at a value of $2,178,000. More than half of contracts awarded were below a value of $25,000.

The organization is in compliance with the proactive disclosure policy for contracts valued greater than $10,000.

Last year's MAF assessment indicated that a January 2004 audit of WD's contracting recommended measures to increase compliance with Treasury Board policy including training, web site information, delegated authorities review, and the contract review committee process. The management response from March 2004 largely agreed with the recommendations proposed and indicated that an implementation plan was in progress. The department's strategy includes greater plans for training the functional community.

16.2 Cost-effectiveness of end-to-end procurement processes (Acceptable)

The organization is using contract acquisition cards for low-dollar-value purchases. However, there has been a noticeable decline in card usage from 2004 when total transactions equalled 2,946 in contrast to 2,798 in 2005. WD could experience significant cost savings by increasing card usage as it is an efficient and effective way to make low-dollar-value purchases for the department.

The organization has provided evidence of the use of acquisitions from mandatory commodities.  

WD's Audit and Evaluation Plan contemplates an audit of contracting during fiscal 2007-08.  However, WD will continue to follow up on any outstanding recommendations in anticipation of a follow-up review.

The department has not issued any contracts in excess of $1,000,000 and thus does not need to provide economic analysis for this criterion.

The department continues to provide timely financial reporting information however requires continued improvement in the area of trial balance submissions.  As well, there were no significant post closing entries or errors on its internal financial management reporting information.

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.

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

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

The Office of the Comptroller General has reviewed WD's internal audit website, the Auditor General's website, and the Office of the Comptroller General's Internal Audit Sector database for reports posted in 2006 that address the department's compliance with financial management legislation, policies and directives. This review produced no information on which to base a conclusion on the department's compliance or non-compliance

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) (Attention Required)

On the Public Accounts scorecard, obtained a grade of B with 87% of plates on time, compared to 92% the year before. An increase in the number of errors on trial balance submissions from 28 in 2004-05 to 101 in 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 detailed budget/forecast versus actual financial information is reviewed at all Executive Committee meetings which were held eight times during 2006.  Budgetary forecast information is considered reliable by period 6.

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

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

(Acceptable)

No significant post closing entries or errors.

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

(Unrated)

Western Economic Diversification Canada was not subject to the recent horizontal audit conducted by the Office of the Comptroller General and therefore will not be rated.

Western Economic Diversification must put in place an implementation plan for the new Internal Audit Policy. While the organization has demonstrated some progress, key internal audit elements must be put in place to support the internal audit function. Increased attention must be given to developing a risk-based internal audit plan and increasing internal audit assurance work.

A new Chief Audit Executive*, will start on January 29, 2007 and will report to the Deputy Head. The staff within the internal audit and evaluation group share their time between internal audit and evaluation leading to a functional level of 1.5 full-time equivalents, plus the Chief Audit Executive for internal audit. 

WD has an approved internal audit plan that was not received in a timely manner. The internal audit plan could be improved by including a risk-ranked internal audit universe, ensuring that the methodology is applied and demonstrated and that detailed activities and costs are associated with each project.  

Three internal audit reports were received in an untimely manner, although they seem to have been made public in a timely manner. The internal audit reports could be improved by: situating the entity within the organization and identifying the risks associated with the entity; methodology should be explicitly stated; there should be sufficient detailed evidence to support findings; conclusions against each criteria as well as an overall conclusion need to be stated; and a formal follow-up strategy needs to be identified.  

Resource levels have been maintained. Although productivity has increased from the previous year, WD has been through some challenging times over the past two years (2005 and 2006) with two Chief Audit Executives, and partially completed work that needed to be completed before commencing new projects.

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

WD has an approved internal audit plan that was not received in a timely manner. The internal audit plan could be improved by including a risk ranked internal audit universe, ensuring that the methodology is applied and demonstrated and that detailed activities and costs are associated with each project.  

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) (Attention Required)

Three internal audit reports were received in an untimely manner, although they seem to have been made public in a timely manner.   The internal audit reports could be improved by: situating the entity within the organization and identifying the risks associated with the entity; methodology should be explicitly stated; there should be sufficient detailed evidence to support findings; conclusions against each criteria as well as an overall conclusion need to be stated; and a formal follow-up strategy needs to be identified.

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) (Attention Required)

WD  must put in place an implementation plan for the new Internal Audit Policy.  The Chief Audit Executive reports to the Deputy Head who chairs the Audit Committee.  There is an approved Audit Committee Charter in line with the old Internal Audit Policy.

Western Economic Diversification's performance in communicating with the public is strong, while performance in participating in whole-of-government services solutions and providing services in both official languages are acceptable.

Attention is required in the area of service standards, as only 22% of services seem to have standards set and published.  To improve its MAF rating, WD must increase the number of services with standards set. 

It should be noted that WD, along with the other regional development agencies, was recognized by the Blue Ribbon Panel on Grants and Contributions for having sound and simplified regimes for application and reporting, together with direct assistance to applicants from knowledgeable officials.

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 (Attention Required)

A review of Western Economic Diversification's services (primarily via websites and Departmental Performance Reports) found an estimated 22% have set standards and/or measured client satisfaction.  A percentage less than 25 is rated attention required.

Client satisfaction should be measured and service standards set for all applicable services.   Next year, Treasury Board Secretariat will also look for evidence that departments are assessing performance relative to standards and acting on the results of client satisfaction measures.

19.2 Extent of participation, where appropriate, in whole of government service solutions that provide citizens with easy access to seamless service (Acceptable)

WD actively participates in service delivery partnerships, including Canada Business to offer Service Centres in western Canada, with other levels of government to support and promote Community Futures Organizations, Women's Enterprise Centres Francophone Economic Development Organizations.  

WD works with other levels of government to ensure seamless service delivery of Western Economic Partnership Agreements, Urban Development Agreements and the Urban Aboriginal Strategy.

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

In its Departmental Performance Reports, Report on Plans and Priorities and public opinion research, WD shows evidence of consulting with the public in the development of programs and services; of sharing the results of the consultations with the public; and taking the recommendations into account in its communications, program and implementation planning.

19.4 Accessibility to government services in both official languages (Acceptable)

The institution has 11 offices designated bilingual providing service to the public.

Language capacity: The institution's language capacity is strong. As a follow-up to last year's report, the institution took action to increase the percentage of employees who meet the language requirements of their positions, and the situation has improved. Last year the rate was 81%, and this year it is 91%. The institution has the necessary staff to deliver services in both official languages.

Availability of communications with and services to the public: The institution considers the quality of services to the public a priority, and co-operates with official language communities to meet the needs of the western Francophone population. It says it measures the quality of service for each project. As a follow-up to last year's report, the institution indicated that it took action to improve the active service offer in both official languages and to regularly monitor this service. It received two substantiated complaints. According to available data, everything indicates that the institution generally offers its communications and services in both official languages.

Sources: PCIS – Data as of March 31, 2006; 2005-2006 Annual Review; List of complaints to the OLC, 2005-2006 MAF.