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Management Accountability Framework

ARCHIVED - MAF Assessment: Public Works and Government Services Canada - 2007

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This document provides a Treasury Board Portfolio assessment of the department's performance against specific indicators only. It does not present an assessment of management quality beyond these indicators, nor does it reflect the level of effort a department may be making toward improving the quality of its management. The assessment may not reflect the latest information available.

Context

This year's observations by the Treasury Board Portfolio related to Public Works and Government Services Canada (PWGSC) indicate overall improvement. In total, for the 20 indicators against which the department was assessed, it received three “strong” ratings, ten “acceptable” ratings, and seven “opportunity for improvement" ratings. There were no “attention required” ratings. Ratings for eleven Areas of Management have improved since the last PWGSC Management Accountability Framework (MAF) assessment in 2006-07.

Over the past year, the department has come under new leadership and the senior management cadre has been stabilized. There has also been an increased focus on strengthened management.

As the Government's common service provider, PWGSC plays a leadership role in government-wide initiatives in the areas of procurement, real property and information technology shared services. The nature of the common services delivered by PWGSC varies greatly, each subject to different rules, legislation and policies. In taking into account the operational practicalities of delivering diverse common services, PWGSC strives to strike a balance between horizontal integration at the corporate level and a business-driven vertically focused corporate structure. The diversity of common services delivered by PWGSC restricts the opportunity to integrate business planning or prioritize pressures across service areas as is noted in assessing the Effectiveness of the Corporate Management Structure. PWGSC is therefore compelled to maintain a vigilant overview of its operations. Over the past year, PWGSC has worked to strengthen the financial sustainability of various key operations.

There are encouraging signs of success with respect to PWGSC's internal transformation initiatives, such as the recently completed implementation of an integrated financial and materiel management system, which promises to integrate information in support of corporate decision making. The continuing development of the Real Property Business Systems Transformation Project is also promising.

PWGSC has a number of other significant change initiatives concurrently underway, particularly in the areas of procurement, real property and IT services. Ongoing engagement of clients and central agencies as well as PWGSC's management of the great opportunities and significant risks that these initiatives present will be key to success.

Since the 2006-07 MAF PWGSC has applied a focussed effort aimed at improving management performance in the majority of Areas of Management and, as a result, has achieved an “Acceptable” rating in several areas. PWGSC will need to sustain this effort if it is to maintain the current ratings in the next MAF assessment.

Improvements are noted this year in a number of MAF Areas of Management:

Values-based Leadership and Organizational Culture – PWGSC has undertaken a number of comprehensive internal initiatives to plan, bolster and monitor public service values and ethics.
Utility of the Corporate Performance Framework – PWGSC has a performance framework that provides insight into program effectiveness and allows adequate alignment of resources with strategic outcomes. PWGSC is planning to make significant changes to its Program Activity Architecture that should further strengthen the corporate management framework.
Effectiveness of Corporate Management Structure - PWGSC has well-articulated business plans that link performance, resources, risks. PWGSC is establishing a permanent re-allocation mechanism to allow the department to assess the flexibility to move financial resources from low to high priority business objectives.
Effectiveness of Extra-Organizational Contribution – In the face of a variety of external pressures, PWGSC has made some progress and has embraced opportunities to build support among other government departments and stakeholders for tools and services it has developed.
Effectiveness of Information Technology (IT) Management – PWGSC has demonstrated strong leadership and performance measurement as well as progress in the development of planning.
Effective Project Management - PWGSC's project management capacity varies in different parts of the organization. The department uses oversight systems, undertakes to ensure that sufficient resources are attributed to projects, regularly undertakes lessons-learned exercises and has an appropriate amount of senior management engagement. PWGSC has provided some evidence that best practices are shared across the department.
Effective Procurement – PWGSC has implemented a contract review process that helps ensure alignment of procurement activities with program plans and investments. PWGSC has provided evidence of efforts to ensure continuous improvement.
Effectiveness of Financial Management and Control - The quality, timeliness, and accuracy of PWGSC government-wide reporting satisfies minimum requirements. The accuracy, scope and frequency of internal PWGSC reporting to senior management is of high-quality.
Effectiveness of Internal Audit Function – PWGSC has made considerable progress since last year in implementing key elements of the Internal Audit Policy. Related implementation plans and commitments are appropriate and on track. There has been an increase in the quality of PWGSC assurance products.

There are areas, however, where PWGSC should aim to make further progress in the coming year:

Quality Reporting to Parliament – PWGSC's rating has improved in this area of management over the past year. Despite challenges in aligning its current Program Activity Architecture to standard reporting formats, PWGSC has been able to provide credible information on performance expectations in the Report on Plans and Priorities.
Managing Organizational Change– In the 2006-07 MAF assessment, TBS identified this area as a management priority. The nature of the ongoing transformation agenda will require sustained attention aimed at addressing capacity and evolving forward strategies that will be required in order to ensure successful outcomes and measure results. Over the past year PWGSC has strengthened governance for internal change management. Nonetheless, challenges in maintaining momentum and requisite capacity have adversely affected the delivery timelines of a number of key activities.
Extent to which the Workplace is Fair, Enabling, Healthy and Safe –Opportunities for improvement remain in the timely delivery of human resources services and the availability of work instruments and communications with employees in both official languages. Representation of visible minorities is also a challenge.
Effectiveness of Information Management (IM) – All requirements for effective management of PWGSC information assets are present. PWGSC does not meet some requirements of the Access to Information and Privacy Acts.
Effectiveness of Asset Management – While PWGSC is working closely with TBS in testing new capacity and risk assessment tools and has most elements of a real property management framework, it does not yet have a TB approved long-term capital or investment plan as required by TB policy. Active steps are being taken to improve information management systems in order to facilitate the use of integrated information in decision making.
Client-focused Service – Opportunities for improvement are noted in the delivery of services in both Official Languages and in the implementation of Common Look and Feel (CLF) 2.0. Some improvement is required for setting, measuring and communicating service standards for each PWGSC service.

In addition to the challenges noted above, the Treasury Board Portfolio has identified the following management priority for the coming year:

Quality of Analysis in TB Submissions - In the 2006-07 MAF assessment, TBS identified this area as a management priority. This year's assessment is based on detailed observations regarding a significant sample of the total number of submissions undertaken by PWGSC in the last year. The sample includes some of the most demanding and complex submissions brought forward, a significant number of which relate to contracts on behalf of other departments. Over the past year PWGSC has invested considerable effort aimed at improvement in this MAF Area of Management. To date, these efforts have emphasized increased adherence to both internal PWGSC timelines and TBS deadlines for sign-offs in the TB submission process and have proven successful in that respect. However, given the volume of PWGSC TB submissions, the variety in their nature and complexity, the increasing level of scrutiny required and the number of emerging concurrent innovative approaches, combining timeliness and thoroughness of supporting analysis (particularly the robustness of the information and the rigour of departmental analysis initially provided) is an on-going challenge. TBS will work closely with PWGSC in strengthening PWGSC's performance in this area.

1. Values-based Leadership and Organizational Culture

Strong

Highlights	Opportunities
Leadership: Executive leaders engage employees and stakeholders on an ongoing basis in ethical discussions and openly address organizational ethical issues through public statements and internal messaging. Public service values and ethics are consistently and continually applied to the selection, evaluation, promotion and discharge of executive leaders. Infrastructure: Employee recourse mechanisms are available and employee usage and comfort in accessing these avenues are actively tracked and reviewed by management. Organization monitors risks in regard to possible breaches of public service values and ethics, and risk management is integrated into decision making. Plans to address fear of reprisal have been developed but not implemented. Supervisor training on the Public Servants Disclosure Protection Act and receiving disclosures have begun, and training is integrated in other learning activities. Culture: Mechanisms are in place to promote employee engagement and are reflected in organization practices and employee behaviour. Organization, on an ongoing basis, uses employee feedback from across the entire organization to measure its values and ethics culture and employee engagement.	Within the context of its priorities and resources, the organization is encouraged to address the following opportunities: Use employee feedback to make necessary adjustments to available recourse mechanisms; Implement activities to address fear of reprisal.
Recommendations
Not applicable.

Highlights

Opportunities

Leadership: Executive leaders engage employees and stakeholders on an ongoing basis in ethical discussions and openly address organizational ethical issues through public statements and internal messaging.

Public service values and ethics are consistently and continually applied to the selection, evaluation, promotion and discharge of executive leaders.

Infrastructure: Employee recourse mechanisms are available and employee usage and comfort in accessing these avenues are actively tracked and reviewed by management.

Organization monitors risks in regard to possible breaches of public service values and ethics, and risk management is integrated into decision making.

Plans to address fear of reprisal have been developed but not implemented.

Supervisor training on the Public Servants Disclosure Protection Act and receiving disclosures have begun, and training is integrated in other learning activities.

Culture: Mechanisms are in place to promote employee engagement and are reflected in organization practices and employee behaviour.

Organization, on an ongoing basis, uses employee feedback from across the entire organization to measure its values and ethics culture and employee engagement.

Within the context of its priorities and resources, the organization is encouraged to address the following opportunities:

Use employee feedback to make necessary adjustments to available recourse mechanisms;
Implement activities to address fear of reprisal.

Recommendations

Not applicable.

2. Utility of the Corporate Performance Framework

Acceptable

Highlights	Opportunities
PAA Consistency: The Strategic Outcome(s) is consistent with the organization's mandate to an adequate extent. The PAA is consistent with the organization's mandate to an adequate extent. Measurability: The Strategic Outcome(s) seems to contain the organizational area of influence and appears to be an end-state statement. The Strategic Outcome(s) statement is understood within and outside the organization as a benefit to Canadians; however, its clarity could be improved. Completeness: An adequate PAA has been approved with an agreement to resolve some minor outstanding issues. An inventory of programs has been developed and most of them meet the definition of a program.	Public Works and Government Services Canada Strategic Outcomes could be refined to more clearly identify the intended “benefits” the organization seeks to achieve for Canadians. Most of the lowest level programs of the organization seem to meet the definition of program. PWGSC intends to review and rationalize its inventory of programs in advance of the 2009-10 ARLU.
Recommendations

Highlights

Opportunities

PAA Consistency: The Strategic Outcome(s) is consistent with the organization's mandate to an adequate extent.

The PAA is consistent with the organization's mandate to an adequate extent.

Measurability: The Strategic Outcome(s) seems to contain the organizational area of influence and appears to be an end-state statement.

The Strategic Outcome(s) statement is understood within and outside the organization as a benefit to Canadians; however, its clarity could be improved.

Completeness: An adequate PAA has been approved with an agreement to resolve some minor outstanding issues.

An inventory of programs has been developed and most of them meet the definition of a program.

Public Works and Government Services Canada Strategic Outcomes could be refined to more clearly identify the intended “benefits” the organization seeks to achieve for Canadians.
Most of the lowest level programs of the organization seem to meet the definition of program.
PWGSC intends to review and rationalize its inventory of programs in advance of the 2009-10 ARLU.

Recommendations

3. Effectiveness of the Corporate Management Structure

Acceptable

Highlights	Opportunities
Business Plan: Corporate business plan generally integrates human resources, IM/IT, communications or other key corporate plans. Governance Structure: Adequate management oversight of the organization's program activities and underlying programs is evident. Management decisions and interventions are generally proactive and timely. Organization's corporate governance structure is generally aligned to the organization's PAA. Recordkeeping is generally complete and current. (minutes of meetings and records of discussion, decision, and follow-up). Senior corporate management structure (e.g., committees) interacts with and provides oversight to the supporting governance structure. Senior corporate management structure or subordinate governance structure (e.g., committees) meet regularly. Terms of reference are generally current and complete. PWGSC has detailed Corporate Plans for its individual Branches and has provided evidence of an integrated corporate business planning process that entails periodic reviews of Branch business issues in an integrated manner and forum. Given the Department's diverse business lines, this is considered to be an acceptable alternative to having a single Corporate Plan.	In taking into account the operational practicalities of delivering diverse common services, PWGSC strives to strike a balance between horizontal integration at the corporate level and a business-driven vertically focused corporate structure. The diversity of common services delivered by PWGSC restricts the opportunity to integrate business planning or prioritize pressures across service areas. PWGSC is therefore compelled to maintain a vigilant overview of its operations.
Recommendations

Highlights

Opportunities

Business Plan: Corporate business plan generally integrates human resources, IM/IT, communications or other key corporate plans.

Governance Structure: Adequate management oversight of the organization's program activities and underlying programs is evident.

Management decisions and interventions are generally proactive and timely.

Organization's corporate governance structure is generally aligned to the organization's PAA.

Recordkeeping is generally complete and current. (minutes of meetings and records of discussion, decision, and follow-up).

Senior corporate management structure (e.g., committees) interacts with and provides oversight to the supporting governance structure.

Senior corporate management structure or subordinate governance structure (e.g., committees) meet regularly.

Terms of reference are generally current and complete.

PWGSC has detailed Corporate Plans for its individual Branches and has provided evidence of an integrated corporate business planning process that entails periodic reviews of Branch business issues in an integrated manner and forum. Given the Department's diverse business lines, this is considered to be an acceptable alternative to having a single Corporate Plan.

In taking into account the operational practicalities of delivering diverse common services, PWGSC strives to strike a balance between horizontal integration at the corporate level and a business-driven vertically focused corporate structure. The diversity of common services delivered by PWGSC restricts the opportunity to integrate business planning or prioritize pressures across service areas. PWGSC is therefore compelled to maintain a vigilant overview of its operations.

Recommendations

4. Effectiveness of Extra-organizational Contribution

Acceptable

Highlights	Opportunities
Horizontal Policy/Program Engagement: Organization has demonstrated that it effectively manages or participates in the horizontal policy or program initiative it has submitted for review. Horizontal Service Engagement: Organization has demonstrated that it effectively manages or participates in the horizontal service delivery initiatives it has submitted for review. Portfolio Coordination: Department's portfolio coordination is effective. PWGSC was assessed against its participation in one horizontal policy initiative, its leadership of five large service delivery initiatives, and its portfolio management.	PWGSC operates in a complex horizontal environment. The associated challenges place a significant burden on PWGSC in the execution and delivery of its horizontal programs. For this reason, robust horizontal management is essential. PWGSC is encouraged to continue its efforts to address the challenges associated with the Shared Travel Services and Procurement Transformation initiatives, notably in the areas of horizontal planning and resourcing.
Recommendations

Highlights

Opportunities

Horizontal Policy/Program Engagement: Organization has demonstrated that it effectively manages or participates in the horizontal policy or program initiative it has submitted for review.

Horizontal Service Engagement: Organization has demonstrated that it effectively manages or participates in the horizontal service delivery initiatives it has submitted for review.

Portfolio Coordination: Department's portfolio coordination is effective.

PWGSC was assessed against its participation in one horizontal policy initiative, its leadership of five large service delivery initiatives, and its portfolio management.

PWGSC operates in a complex horizontal environment. The associated challenges place a significant burden on PWGSC in the execution and delivery of its horizontal programs. For this reason, robust horizontal management is essential.

PWGSC is encouraged to continue its efforts to address the challenges associated with the Shared Travel Services and Procurement Transformation initiatives, notably in the areas of horizontal planning and resourcing.

Recommendations

5. Quality of Analysis in TB Submissions

Opportunity for Improvement

Highlights	Opportunities
Supporting Information: Explanation for the level of resources requested is partially sufficient. Policy and budget authorities are usually identified. Responses to TBS comments are incomplete. Analysis: Appropriate performance measurement or evaluation analysis is incomplete. Business cases may have comprehensive information but demonstrate only partial and incomplete analysis. Partial analysis of value for money, effectiveness or efficiency. Some emerging options analysis is demonstrated. Consultations: Consultations are sometimes late (less than six weeks before TB meetings). Emerging capacity to plan and to initiate consultations with TBS with sufficient lead time is lacking. Organization should be better able to predict factors that lead to occasional lateness. Quality control: Description of resource requirements is clear. Important information is always or is usually missing from the first draft. Moderate clarity exists and consistent language is used. Quality control process is sometimes evident and is partially effective. Response to TBS feedback is uneven across submissions. PWGSC management of lead times for submissions has reduced the time for TBS consultation. Innovative approaches and peaks in the number of submissions near the end of parliamentary sessions put pressure on their quality and timeliness.	Sufficient lead time for TBS consultation should be taken into account in PWGSC submission planning (at least 6 weeks prior to TB meetings for straightforward cases). Preliminary communications with TBS officials can also help mitigate delays later in the process. Additional time (i.e.: months) should be allocated when innovative approaches are proposed. This could be used to undertake a more fulsome consideration and analysis of options, costs, and value presented in business cases.
Recommendations
The timeliness and thoroughness of supporting analysis of TB submissions and business cases has a direct impact on PWGSC operations and delivery of its programs. Opportunities in this area should therefore be considered a priority.

Highlights

Opportunities

Supporting Information: Explanation for the level of resources requested is partially sufficient.

Policy and budget authorities are usually identified.

Responses to TBS comments are incomplete.

Analysis: Appropriate performance measurement or evaluation analysis is incomplete.

Business cases may have comprehensive information but demonstrate only partial and incomplete analysis.

Partial analysis of value for money, effectiveness or efficiency.

Some emerging options analysis is demonstrated.

Consultations: Consultations are sometimes late (less than six weeks before TB meetings).

Emerging capacity to plan and to initiate consultations with TBS with sufficient lead time is lacking.

Organization should be better able to predict factors that lead to occasional lateness.

Quality control: Description of resource requirements is clear.

Important information is always or is usually missing from the first draft.

Moderate clarity exists and consistent language is used.

Quality control process is sometimes evident and is partially effective.

Response to TBS feedback is uneven across submissions.

PWGSC management of lead times for submissions has reduced the time for TBS consultation. Innovative approaches and peaks in the number of submissions near the end of parliamentary sessions put pressure on their quality and timeliness.

Sufficient lead time for TBS consultation should be taken into account in PWGSC submission planning (at least 6 weeks prior to TB meetings for straightforward cases). Preliminary communications with TBS officials can also help mitigate delays later in the process. Additional time (i.e.: months) should be allocated when innovative approaches are proposed. This could be used to undertake a more fulsome consideration and analysis of options, costs, and value presented in business cases.

Recommendations

The timeliness and thoroughness of supporting analysis of TB submissions and business cases has a direct impact on PWGSC operations and delivery of its programs. Opportunities in this area should therefore be considered a priority.

6. Quality and Use of Evaluation

Strong

Highlights	Opportunities
Quality: All evaluations submitted to TBS address questions of program relevance, success and effectiveness. They also address cost-effectiveness and alternatives. All evaluations use multiple lines of evidence. Evaluation conclusions or recommendations are supported by evidence in the evaluation report. Evaluations explain the limits of their methodology, if any. The report also discusses the degree of validity and reliability of the evidence. Neutrality: All resources dedicated to evaluations are directed by the Head of Evaluation. Evaluation function resourcing is commensurate with the organizational evaluation plan and the increased oversight and monitoring demands. Head of Evaluation has explicit authority to submit evaluation reports directly and has direct access to the deputy head . Senior management committee is in place to support, oversee and monitor the evaluation function and management accountabilities arising from evaluations and RMAFs. The committee meets regularly during the year and is chaired by the deputy head or associate deputy head. Coverage: It also analyzes risks to fulfillment of the plan and has realistic risk mitigation strategies. Organization has a strong risk-based evaluation plan and has shared it with TBS. Relatively low numbers of evaluations are completed each year and they cover less than 10% of direct program spending. The organization has shown evidence of moving towards full coverage of its program base (e.g., over a five-year cycle) and is working according to its organizational evaluation plan. The plan is complete and clearly demonstrates organizational obligations, commitments and how they are reflected in the plan. Usage: Management action is taken on non-delivery evaluation commitments, plans and requirements. Active, systematic and regular tracking of management action plans arising from evaluation recommendations is in place, and there are consequences for non-delivery or non-compliance. Evaluation commitments, plans and requirements are delivered on time or extensions are due to circumstances beyond the organization's control. Management action is taken on non-delivery of RMAFs. Results of evaluations are almost always used to support decision making in the organization.	The department has aggressively implemented its plans to strengthen the evaluation function with staff, policies, procedures, working tools, training, needs analysis, planning documents and completed projects. It recognizes the need to move towards broader coverage of its PAA structure and direct program expenditures and to focus its evaluation products upon summative studies influencing management decision making. Significant numbers of evaluation reports are now produced annually (10) and monitoring of Performance Measurement Frameworks and Management Action Plans is active.
Recommendations

Highlights

Opportunities

Quality: All evaluations submitted to TBS address questions of program relevance, success and effectiveness. They also address cost-effectiveness and alternatives.

All evaluations use multiple lines of evidence.

Evaluation conclusions or recommendations are supported by evidence in the evaluation report.

Evaluations explain the limits of their methodology, if any.

The report also discusses the degree of validity and reliability of the evidence.

Neutrality: All resources dedicated to evaluations are directed by the Head of Evaluation.

Evaluation function resourcing is commensurate with the organizational evaluation plan and the increased oversight and monitoring demands.

Head of Evaluation has explicit authority to submit evaluation reports directly and has direct access to the deputy head .

Senior management committee is in place to support, oversee and monitor the evaluation function and management accountabilities arising from evaluations and RMAFs.

The committee meets regularly during the year and is chaired by the deputy head or associate deputy head.

Coverage: It also analyzes risks to fulfillment of the plan and has realistic risk mitigation strategies.

Organization has a strong risk-based evaluation plan and has shared it with TBS.

Relatively low numbers of evaluations are completed each year and they cover less than 10% of direct program spending.

The organization has shown evidence of moving towards full coverage of its program base (e.g., over a five-year cycle) and is working according to its organizational evaluation plan.

The plan is complete and clearly demonstrates organizational obligations, commitments and how they are reflected in the plan.

Usage: Management action is taken on non-delivery evaluation commitments, plans and requirements.

Active, systematic and regular tracking of management action plans arising from evaluation recommendations is in place, and there are consequences for non-delivery or non-compliance.

Evaluation commitments, plans and requirements are delivered on time or extensions are due to circumstances beyond the organization's control.

Management action is taken on non-delivery of RMAFs.

Results of evaluations are almost always used to support decision making in the organization.

The department has aggressively implemented its plans to strengthen the evaluation function with staff, policies, procedures, working tools, training, needs analysis, planning documents and completed projects. It recognizes the need to move towards broader coverage of its PAA structure and direct program expenditures and to focus its evaluation products upon summative studies influencing management decision making. Significant numbers of evaluation reports are now produced annually (10) and monitoring of Performance Measurement Frameworks and Management Action Plans is active.

Recommendations

7. Quality Reporting to Parliament

Opportunity for Improvement

Highlights	Opportunities
MRRS Basis: RPP and DPR present a somewhat clear PAA. Some performance is reported against plans and expected results from the RPP. Credible information: DPR is not sufficiently based on the PAA, i.e. performance is not reported consistently by Program Activity (PA) or at the PA level. Linkages between PA and Strategic Outcome (SO) level performance are not consistently made. Some information on the validity and credibility of data used is provided. The DPR occasionally provides independently verifiable evidence-based performance information.	It is suggested that the department improve the credibility and balance of the DPR by integrating objective, evidence-based performance information (including information from program evaluation) to consistently substantiate performance claims. The department should ensure that performance statuses are assigned objectively and that the supporting performance information substantiates the statuses assigned.
Recommendations
Increase the level of reporting so that performance at the Program Activity level is sufficiently addressed, and progress made towards the Strategic Outcomes is discussed.

Highlights

Opportunities

MRRS Basis: RPP and DPR present a somewhat clear PAA.

Some performance is reported against plans and expected results from the RPP.

Credible information: DPR is not sufficiently based on the PAA, i.e. performance is not reported consistently by Program Activity (PA) or at the PA level.

Linkages between PA and Strategic Outcome (SO) level performance are not consistently made.

Some information on the validity and credibility of data used is provided.

The DPR occasionally provides independently verifiable evidence-based performance information.

It is suggested that the department improve the credibility and balance of the DPR by integrating objective, evidence-based performance information (including information from program evaluation) to consistently substantiate performance claims. The department should ensure that performance statuses are assigned objectively and that the supporting performance information substantiates the statuses assigned.

Recommendations

Increase the level of reporting so that performance at the Program Activity level is sufficiently addressed, and progress made towards the Strategic Outcomes is discussed.

8. Managing Organizational Change

Opportunity for Improvement

Highlights	Opportunities
Change plan: Organizational change plan exists, but it is only focused on some areas of the organization. The organization has limited capacity to evaluate whether or not change is required. Engagement: Change plans and strategies are priorities only for those responsible for delivery. Engagement of employees and stakeholders is conducted, but only as part of a general consultation process. Assessment: Assessment plans exist but are limited in scope and detail. Results are only generally apparent. Training is not specifically related to change management. Although there is currently opportunity for improvement, PWGSC can substantially improve its ability to manage change through the implementation of a departmental Change Management Plan and Diagnostic Assessment Tool.	Through their identification of ongoing initiatives such as the development of a Change Management Framework and a Change Diagnostic tool, it is evident that PWGSC recognizes the importance of change management. If properly focused, the implementation of these tools should help PWGSC improve many of the deficiencies noted in this assessment, including an improvement in the overall results of the initiatives.
Recommendations
Once the Change Management Framework and Diagnostic tools are implemented, PWGSC should ensure that change management becomes a priority at all levels of the organization including the development of a change management training package.

Highlights

Opportunities

Change plan: Organizational change plan exists, but it is only focused on some areas of the organization.

The organization has limited capacity to evaluate whether or not change is required.

Engagement: Change plans and strategies are priorities only for those responsible for delivery.

Engagement of employees and stakeholders is conducted, but only as part of a general consultation process.

Assessment: Assessment plans exist but are limited in scope and detail.

Results are only generally apparent.

Training is not specifically related to change management.

Although there is currently opportunity for improvement, PWGSC can substantially improve its ability to manage change through the implementation of a departmental Change Management Plan and Diagnostic Assessment Tool.

Through their identification of ongoing initiatives such as the development of a Change Management Framework and a Change Diagnostic tool, it is evident that PWGSC recognizes the importance of change management. If properly focused, the implementation of these tools should help PWGSC improve many of the deficiencies noted in this assessment, including an improvement in the overall results of the initiatives.

Recommendations

Once the Change Management Framework and Diagnostic tools are implemented, PWGSC should ensure that change management becomes a priority at all levels of the organization including the development of a change management training package.

9. Effectiveness of Corporate Risk Management

Acceptable

Highlights	Opportunities
Engagement: Senior management committee continuously monitors and reviews progress in mitigating its corporate risks. Planning: Corporate tools and processes are in place to support risk management and align risk management to corporate planning. Mitigation: Accountabilities have been assigned for the implementation of the mitigation strategies. PWGSC has met a key Round IV recommendation, providing evidence that key risks are now assigned to and being actively monitored by senior management. There is evidence of continuing commitment and engagement to integrated risk management.	Finalize and approve and keep current the departmental corporate risk profile in a timeline that directly supports business planning cycle. Broaden the approach of the CRP to also continue to identify key opportunities in an effort to rebalance the current risk averse culture of the Department. Press for continued improvement in the efficiency and effectiveness of all of its risk management activities and risk information and maximum value for management
Recommendations

Highlights

Opportunities

Engagement: Senior management committee continuously monitors and reviews progress in mitigating its corporate risks.

Planning: Corporate tools and processes are in place to support risk management and align risk management to corporate planning.

Mitigation: Accountabilities have been assigned for the implementation of the mitigation strategies.

PWGSC has met a key Round IV recommendation, providing evidence that key risks are now assigned to and being actively monitored by senior management. There is evidence of continuing commitment and engagement to integrated risk management.

Finalize and approve and keep current the departmental corporate risk profile in a timeline that directly supports business planning cycle.
Broaden the approach of the CRP to also continue to identify key opportunities in an effort to rebalance the current risk averse culture of the Department.
Press for continued improvement in the efficiency and effectiveness of all of its risk management activities and risk information and maximum value for management

Recommendations

10. Extent to which the Workplace is Fair, Enabling, Healthy and Safe

Opportunity for Improvement

Highlights	Opportunities
Fair: Classification self-assessment report does not demonstrate that risks are clearly identified or a copy of the classification self-assessment report was not received. It has strong labour relations expertise. Labour-Management Consultation Committee is established within the organization and meetings occur on a regular basis. Organization is complying with labour relations policy direction. The organization does not meet standards of timeliness in payments to employees. The organization is proactive and innovative in addressing labour relation matters. Enabling: Organization demonstrates a generally adequate linguistic capacity to provide personal and central services and supervision in both official languages. Organization is under-representative in one or more of the four employment equity designated groups. Organization progress remains unchanged from the previous year in representation, recruitment, promotions and separations of the four employment equity groups. Promotions are equal or less than previous year's performance. Separations are equal or greater than previous year's performance. Some deficiencies in the availability of work instruments, electronic systems and communications with employees in both official languages exist. Healthy and safe: Organization has a recognition program or policy in place and it regularly communicates with its employees with regards to recognition, and celebrates employee accomplishments.	Introduce measures to ensure the organization meets the standards for timeliness of payments to employees. Establish measures to ensure appropriate management and control of the departmental classification system through annual monitoring and corrective action and submit a Departmental Classification Performance Report to the Deputy Head for 2007-2008, with a copy of this report to CPSA. Ensure that administrative measures are in place when incumbents of bilingual positions do not meet the language requirements of their positions, and make sure that the measures are effective.
Recommendations
Establish measures to ensure appropriate management and control of the departmental classification system through annual monitoring and corrective action.

Highlights

Opportunities

Fair: Classification self-assessment report does not demonstrate that risks are clearly identified or a copy of the classification self-assessment report was not received.

It has strong labour relations expertise.

Labour-Management Consultation Committee is established within the organization and meetings occur on a regular basis.

Organization is complying with labour relations policy direction.

The organization does not meet standards of timeliness in payments to employees.

The organization is proactive and innovative in addressing labour relation matters.

Enabling: Organization demonstrates a generally adequate linguistic capacity to provide personal and central services and supervision in both official languages.

Organization is under-representative in one or more of the four employment equity designated groups.

Organization progress remains unchanged from the previous year in representation, recruitment, promotions and separations of the four employment equity groups.

Promotions are equal or less than previous year's performance.

Separations are equal or greater than previous year's performance.

Some deficiencies in the availability of work instruments, electronic systems and communications with employees in both official languages exist.

Healthy and safe: Organization has a recognition program or policy in place and it regularly communicates with its employees with regards to recognition, and celebrates employee accomplishments.

Introduce measures to ensure the organization meets the standards for timeliness of payments to employees.
Establish measures to ensure appropriate management and control of the departmental classification system through annual monitoring and corrective action and submit a Departmental Classification Performance Report to the Deputy Head for 2007-2008, with a copy of this report to CPSA.
Ensure that administrative measures are in place when incumbents of bilingual positions do not meet the language requirements of their positions, and make sure that the measures are effective.

Recommendations

Establish measures to ensure appropriate management and control of the departmental classification system through annual monitoring and corrective action.

11. Extent to which the Workforce is Productive, Principled, Sustainable and Adaptable

Acceptable

Highlights	Opportunities
Productive: 71% to 89% of employees have learning plans. Participation in three or more identified leadership development programs. Principled: Adequate linguistic capacity is generally in place as shown by the majority of incumbents of bilingual positions who meet the language requirements of their position. Some deficiencies in communications with and services to the public in both official languages. Some deficiencies in the availability of work instruments, electronic systems and communications with employees in both official languages exist. Sustainable: Evidence is available to show governance/organizational infrastructure generally exists to support integrated planning. Integrated planning is generally in place. Adaptable: The organization has an organizational learning strategy that is integrated into the HR/business plan and a learning policy that is aligned with the Treasury Board Policy on Learning, Training and Development.	Increase the linguistic capacity of incumbents occupying bilingual positions involved in service to the public.
Recommendations

Highlights

Opportunities

Productive: 71% to 89% of employees have learning plans.

Participation in three or more identified leadership development programs.

Principled: Adequate linguistic capacity is generally in place as shown by the majority of incumbents of bilingual positions who meet the language requirements of their position.

Some deficiencies in communications with and services to the public in both official languages.

Some deficiencies in the availability of work instruments, electronic systems and communications with employees in both official languages exist.

Sustainable: Evidence is available to show governance/organizational infrastructure generally exists to support integrated planning.

Integrated planning is generally in place.

Adaptable: The organization has an organizational learning strategy that is integrated into the HR/business plan and a learning policy that is aligned with the Treasury Board Policy on Learning, Training and Development.

Increase the linguistic capacity of incumbents occupying bilingual positions involved in service to the public.

Recommendations

12. Effectiveness of Information Management

Opportunity for Improvement

Highlights	Opportunities
Governance: IM areas are represented in the corporate governance structure under senior officials with shared accountability. Mandate of the corporate IM and/or management committee includes explicit responsibilities such as leadership, oversight, strategies and setting priorities for information management. Strategy: IM strategy implementation is mostly underway. Plan exists to implement the strategy without timelines, resource estimates and/or risks. Privacy Act: Significant amounts of personal information under the control of the organization have not been appropriately identified and described in accordance with the Privacy Act. Access to Information Act: Info Source publications contain significant gaps in the description of the organization's functions, programs, activities and related information holdings. These publications are a requirement of the Access to Information Act to facilitate public access to government information All requirements for the effective management of the organization's information assets are present. PWGSC does not meet some of the requirements of the Access to Information and Privacy Acts.	Organization could develop and implement mechanisms to continuously evaluate and modify mandates, accountabilities and impacts of individuals and committees on IM in the organization. Organization could develop a more fully integrated and detailed IM implementation plan. Develop and register Personal Information Banks and/or Classes of Personal Information to ensure all personal information under the institution's control is appropriately described in accordance with the Privacy Act Ensure that all information relevant to the institution's functions, programs, activities and related information holdings is described in the Info Source publications
Recommendations

Highlights

Opportunities

Governance: IM areas are represented in the corporate governance structure under senior officials with shared accountability.

Mandate of the corporate IM and/or management committee includes explicit responsibilities such as leadership, oversight, strategies and setting priorities for information management.

Strategy: IM strategy implementation is mostly underway.

Plan exists to implement the strategy without timelines, resource estimates and/or risks.

Privacy Act: Significant amounts of personal information under the control of the organization have not been appropriately identified and described in accordance with the Privacy Act.

Access to Information Act: Info Source publications contain significant gaps in the description of the organization's functions, programs, activities and related information holdings. These publications are a requirement of the Access to Information Act to facilitate public access to government information

All requirements for the effective management of the organization's information assets are present. PWGSC does not meet some of the requirements of the Access to Information and Privacy Acts.

Organization could develop and implement mechanisms to continuously evaluate and modify mandates, accountabilities and impacts of individuals and committees on IM in the organization.
Organization could develop a more fully integrated and detailed IM implementation plan.
Develop and register Personal Information Banks and/or Classes of Personal Information to ensure all personal information under the institution's control is appropriately described in accordance with the Privacy Act
Ensure that all information relevant to the institution's functions, programs, activities and related information holdings is described in the Info Source publications

Recommendations

13. Effectiveness of Information Technology Management

Strong

Highlights	Opportunities
Leadership: Information technology management position is held by a highly engaged senior official designated within the corporate governance structure. The senior official has responsibility and accountability for the full scope of information technology responsibilities and ensures that information technology supports organizational outcomes. Planning: Organization actively participates and demonstrates leadership in setting government-wide directions for information technology. Acceptable information technology plan is in place and it aligns with the government-wide directions for information technology and with the corporate business plan. Value: Organization analyzes and plans for the appropriate use of information technology shared services to an optimal extent. Organization has performance measurement tools, performs value-for-money analysis of information technology investments and incorporates findings into information technology investment decisions.	The organization should strengthen the Information Technology plan to include resource planning details (expenditures, variance, historical). The organization should continue to enhance their Information Technology planning process and resulting planning documents to ensure alignment with Government-wide strategic directions and extend the use of performance reporting through a continuous review and improvement of their key performance indicators.
Recommendations

Highlights

Opportunities

Leadership: Information technology management position is held by a highly engaged senior official designated within the corporate governance structure.

The senior official has responsibility and accountability for the full scope of information technology responsibilities and ensures that information technology supports organizational outcomes.

Planning: Organization actively participates and demonstrates leadership in setting government-wide directions for information technology.

Acceptable information technology plan is in place and it aligns with the government-wide directions for information technology and with the corporate business plan.

Value: Organization analyzes and plans for the appropriate use of information technology shared services to an optimal extent.

Organization has performance measurement tools, performs value-for-money analysis of information technology investments and incorporates findings into information technology investment decisions.

The organization should strengthen the Information Technology plan to include resource planning details (expenditures, variance, historical).
The organization should continue to enhance their Information Technology planning process and resulting planning documents to ensure alignment with Government-wide strategic directions and extend the use of performance reporting through a continuous review and improvement of their key performance indicators.

Recommendations

14. Effectiveness of Asset Management

Opportunity for Improvement

Highlights	Opportunities
Real Property Management: Most elements of a real property management framework are evident. Internal policies and processes are documented and disseminated. Clear accountabilities exist. Organization encourages staff to attend training. Contaminated sites management plan and annual reporting are generally consistent with program guidelines. Performance measurement is ongoing. There is evidence of linkages between real property performance and investments. Materiel Management: Information systems capture materiel assets including life-cycle cost and performance information. Investment Planning: PWGSC does not have an approved LTCP as required under current policy requirements. Real Property Management: Information systems are in place. The DFRP is complete and certified but the FCSI is uncertified.	Steps taken to improve investment planning and prepare an integrated long-term investment plan could help to ensure that resources are allocated in areas of greatest need and risk. Similarly, the initiative to simplify and integrate information systems could facilitate the use of diverse information in decision making. Continue work to further integrate performance measurement into investment planning.
Recommendations
Complete a long-term capital plan and submit it for TB approval.

Highlights

Opportunities

Real Property Management: Most elements of a real property management framework are evident.

Internal policies and processes are documented and disseminated.

Clear accountabilities exist.

Organization encourages staff to attend training.

Contaminated sites management plan and annual reporting are generally consistent with program guidelines.

Performance measurement is ongoing.

There is evidence of linkages between real property performance and investments.

Materiel Management: Information systems capture materiel assets including life-cycle cost and performance information.

Investment Planning: PWGSC does not have an approved LTCP as required under current policy requirements. Real Property Management: Information systems are in place. The DFRP is complete and certified but the FCSI is uncertified.

Steps taken to improve investment planning and prepare an integrated long-term investment plan could help to ensure that resources are allocated in areas of greatest need and risk.
Similarly, the initiative to simplify and integrate information systems could facilitate the use of diverse information in decision making.
Continue work to further integrate performance measurement into investment planning.

Recommendations

Complete a long-term capital plan and submit it for TB approval.

15. Effective Project Management

Acceptable

Highlights	Opportunities
Governance: Adequate organization-wide governance structure with clear accountabilities is in place, which includes formal decision-making processes and clear links between project approval and strategic objectives and priorities. Project Resources: Qualified project management human resources are in place. The funding models used support the achievement of the expected outcomes and cost estimates are generated at the work package level and estimates are based on historical data or industry benchmarks. Project results: Effective or regular monitoring or reporting on project results that inform appropriate action and risk mitigation, which is documented. Many elements of effective project management exist in some Branches, but they were not sufficiently robust to ensure that milestones were met and adjustments made in a timely manner for all projects.	Some Branches have effective project management practices, e.g. in ABC, and tools, e.g. in ITSB. The department should continue to make efforts to improve the management of all of its projects by exchanging best practices, lessons learned, tools and experienced project personnel between Branches.
Recommendations
The department could improve how it tracks the availability of trained project resources to undertake the planned projects and demonstrate evidence of the links of project human resource (HR) plans with Branch or department-wide HR plans.

Highlights

Opportunities

Governance: Adequate organization-wide governance structure with clear accountabilities is in place, which includes formal decision-making processes and clear links between project approval and strategic objectives and priorities.

Project Resources: Qualified project management human resources are in place.

The funding models used support the achievement of the expected outcomes and cost estimates are generated at the work package level and estimates are based on historical data or industry benchmarks.

Project results: Effective or regular monitoring or reporting on project results that inform appropriate action and risk mitigation, which is documented.

Many elements of effective project management exist in some Branches, but they were not sufficiently robust to ensure that milestones were met and adjustments made in a timely manner for all projects.

Some Branches have effective project management practices, e.g. in ABC, and tools, e.g. in ITSB. The department should continue to make efforts to improve the management of all of its projects by exchanging best practices, lessons learned, tools and experienced project personnel between Branches.

Recommendations

The department could improve how it tracks the availability of trained project resources to undertake the planned projects and demonstrate evidence of the links of project human resource (HR) plans with Branch or department-wide HR plans.

16. Effective Procurement

Acceptable

Highlights	Opportunities
Governance: Clear links have been established between procurement activities and the organization-wide program plans, priorities and long-term investments. Effective and accountable procurement management processes and controls (e.g., contract review mechanisms, documented decision making or proper use of delegated authorities). Operational requirements: Competent (highly qualified or certified) procurement human resources are in place. Consistent procurement training and certification programs exist. Procurement processes that contribute to cost-savings and value for money are in use. Sufficient and integrated procurement information systems and processes are in place. Timely and accurate procurement financial and non-financial result reports have been submitted. Some results or reviews are used to continuously adjust current procurement management activities and future procurement plans. Procurement is a major part of the organization's business and therefore extensive and robust systems for governance, capacity and performance management in this area are required. Several plans are in place to enhance the overall procurement management. While audits, evaluations and reviews have taken place, progress in addressing deficiencies identified were not evident.	While the organization has highly qualified and capable contracting officials, it would greatly benefit from ensuring that initiatives to enhance its overall procurement regime are carried out effectively. This could be supported by tracking and reporting on the progress achieved in addressing audit, evaluation and review recommendations.
Recommendations

Highlights

Opportunities

Governance: Clear links have been established between procurement activities and the organization-wide program plans, priorities and long-term investments.

Effective and accountable procurement management processes and controls (e.g., contract review mechanisms, documented decision making or proper use of delegated authorities).

Operational requirements: Competent (highly qualified or certified) procurement human resources are in place.

Consistent procurement training and certification programs exist.

Procurement processes that contribute to cost-savings and value for money are in use.

Sufficient and integrated procurement information systems and processes are in place.

Timely and accurate procurement financial and non-financial result reports have been submitted.

Some results or reviews are used to continuously adjust current procurement management activities and future procurement plans.

Procurement is a major part of the organization's business and therefore extensive and robust systems for governance, capacity and performance management in this area are required. Several plans are in place to enhance the overall procurement management.

While audits, evaluations and reviews have taken place, progress in addressing deficiencies identified were not evident.

While the organization has highly qualified and capable contracting officials, it would greatly benefit from ensuring that initiatives to enhance its overall procurement regime are carried out effectively.

This could be supported by tracking and reporting on the progress achieved in addressing audit, evaluation and review recommendations.

Recommendations

17. Effectiveness of Financial Management and Control

Acceptable

Highlights

Opportunities

Authorities and Policies: Adequate response to management letter recommendations.

In relation to applicable guidelines, the reporting of external user fee information shows only a few omissions in the area of performance information.

Public Accounts Reporting: Greater than 97% of Public Accounts plates were submitted on time.

No accounting period 13 adjustments or significant errors found during the course of the OAG Public Accounts audit.

The number of Central Financial Management Reporting System (CFMRS) coding errors was significantly higher than average.

The trend in Central Financial Management Reporting System (CFMRS) coding errors has significantly increased.

Management Capacity: Succession plan for key positions is in place.

5% to 14% of key positions are not staffed permanently.

15% to 34% of FI positions are vacant.

CFO or SFO reports to the deputy head and they meet bilaterally on a regular or frequent basis.

More than 3% of salary dollars is provided for training.

More than 50% of key financial employees have both a university degree and a designation.

Financial Statements: Areas of non-compliance with Treasury Board Accounting Standard 1.2 – Departmental and Agency Financial Statements.

The organization has an action plan relating to the financial audit readiness assessment recommendations.

Internal Reporting: Internal financial reporting information is frequently presented to senior management.

Internal financial reporting information is presented to senior management less than 15 calendar days after period end.

The discussion and analysis accompanying the internal financial reporting information to senior management is comprehensive.

The process for reviewing internal financial reporting information before it is presented to senior management is well established.

The scope of internal financial reporting information to senior management is comprehensive.

Other Initiatives: The organization has identified significant financial management initiatives in such areas as policies, reporting, systems and community development.

The organization's state of financial management has slightly improved. While policy practices have progressed and internal reporting is sound, further effort could be directed in the area of external reporting.

Ensure coding accuracy before trial balance is submitted to the Receiver General.
Ensure compliance with Treasury Board Accounting Standards 1.2.
Continue the work to address the points raised in the OAG management letter.
Continue work to address financial management deficiencies identified in the internal audit report.

Recommendations

18. Effectiveness of Internal Audit Function

Acceptable

Highlights

Opportunities

Internal Audit governance: A draft internal audit charter exists in line with the 2006 IA policy.

A plan in place is to implement an independent audit committee and progress is on track with the planned timelines.

CAE reports solely & substantively to Deputy Head.

Implementation plan covers all of the required policy elements. Monitoring and progress are in line with key implementation plan elements.

Internal Audit Planning: Approved Annual Risk-Based Audit Plan is timely contains no significant deficiencies in quality.

Approved assurance products are timely, contain no significant deficiencies, and the level of productivity is reasonable compared to the Risk-Based Audit Plan.

Internal Audit Capacity: A human resource plan for all audit staff and a learning plan for the individual/ audit group, exist and are implemented; and meet all the requirements set out in the IA Policy.

TB funding provided is being utilized for the specified intended purpose(s) and/or there is reasonable growth in the number of IA function resources.

Expected Results: Regular reporting on progress and accomplishments against plan for 2006-07 has been provided to Departmental Audit Committee.

Overall, the Department has made considerable progress since last year in implementing key elements of the IA Policy, such as an IA governance structure. The CAE reports solely and exclusively to the Deputy Head.

The new CAE at PWGSC has been effective in implementing a plan for PWGSC to fully comply with the requirements of the IA Policy. Staffing is ongoing to bring up to required numbers and competence.

The Department should move on providing an approved Internal Audit Charter, and improving the timeliness of its assurance products.

Recommendations

19. Effective Management of Security and Business Continuity

Acceptable

Highlights

Opportunities

Security Program: Organization has in place a fully developed security program that comprises key policy elements and is administered by an appointed departmental security officer (DSO) who is positioned to provide strategic advice and guidance to senior management.

No significant deficiencies in meeting key policy requirements for the departmental security program.

IT Security: Organization has achieved the three priority objectives that form the foundation for Management of Information Technology Security (MITS) and complies with most MITS requirements.

No significant deficiencies in meeting key MITS requirements.

Business Continuity: Organization has partially developed measures to provide for the continuity of critical business operations and services.

Business Continuity Planning (BCP) program governance has been established.

Business Impact Analysis (BIA) has been completed to identify and prioritize the organization's critical services and assets.

Significant deficiencies in establishing business continuity plans and arrangements.

Significant deficiencies in establishing a maintenance cycle to review, test and audit business continuity plans.

Summary analysis: MITS compliance has been achieved and the organization has a fully developed security program in place. The BCP program is partially established.

Establishing business continuity plans, measures and arrangements.
Establishing a maintenance cycle for departmental BCPs.
Carrying out exercises to test and evaluate BCP plans.

Recommendations

20. Citizen-focused Service

Opportunity for Improvement

Highlights

Opportunities

Service standards: Few services reviewed have set and communicated service standards to clients.

Very few services have measured service standards.

Evidence of acting on performance results for standards.

Client satisfaction: Client satisfaction has been measured, specifically by service, within the last 3 years and results were communicated to clients.

Few services reviewed have used the Common Measurements Tool (CMT).

Evidence of acting on measurement results for client satisfaction.

Public/client views: Evidence of incorporating feedback in the implementation plan and/or service/program/policy.

Many tools are used to obtain views from some clients.

Mechanisms to respond to public feedback do not exist.

There are plans to obtain views from clients.

There is a clearly identified target clientele for public consultations.

Official Languages: Analysis of the Annual Review on OL shows some shortcomings.

Audits reveal few shortcomings in active offer and service delivery in both OL.

Small number of complaints deemed founded by the Commissioner of Official Languages.

The institution does not always have the resources to serve the public in both OL.

The institution has initiated the necessary follow-ups to improve service delivery in both OL.

Common Look and Feel: The CLF 2.0 report indicates measures to achieve compliance; however, it is unclear whether a comprehensive plan exists, all standards will be addressed, and/or the compliance deadline will be met.

Measure performance against service standards for each service and communicate the results to clients.
Measure client satisfaction for each service using the Common Measurements Tool.
Make information on consultations available on the Canada site and post results of its consultation activities.
The department should increase the linguistic capacity of incumbents occupying bilingual positions involved in service to the public.
Increase their capacity for accessible web development (e.g., by the continued implementation of the Common Look and Feel 2.0 template) and consistently monitor CLF compliance.

Recommendations

The Department should set service standards and measure client satisfaction for each service, increase linguistic capacity to provide services, and strengthen accountability for Common Look and Feel 2.0 implementation and compliance.

21. Alignment of Accountability Instruments

Highlights

Opportunities

Performance agreements: Extent to which performance agreements contain commitments for human resources management and financial management is high.

High alignment exists between individual performance agreements and the organization's business plans.

High alignment exists between individual performance agreements and the priorities of the Clerk of the Privy Council.

Operationalization of commitments between levels of executives is high.

Assessment Equity: Review mechanism is in place to ensure internal equity and consistency in determining ratings.

PMP Administration: A communications plan and program have been developed.

Compared with the public service average of approximately 22%, the percentage of executives who were rated in the highest category was 19%.

Compared with the public service average of 22%, the percentage of executives who received a bonus was 19%.

Compared with the budget for lump sum performance awards of 8.1%, the organizational expenditure was 7.5%.

The department is encouraged to self-assess its performance management system against the evaluation checklist in the Gold Standard for the PMP and to establish priorities for improvement.

Recommendations