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ARCHIVED - MAF Assessment: Western Economic Diversification 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.


This year's observations by the Treasury Board Portfolio related to Western Economic Diversification (WD) are very positive. In total, for the 20 indicators against which the department was assessed, it received seven “strong” ratings, 12 “acceptable” ratings, one “opportunity for improvement” rating, and no “attention required” rating. Nine areas of management have improved ratings compared to last year's assessment and no areas of management have worsened.

The department should be commended for its strong performance in the four areas of management (Values-based Leadership and Organizational Culture, Managing Organizational Change, Effectiveness of Information Technology Management, Effectiveness of Financial Management and Control) where nascent strengths from last year's assessment moved from “Acceptable” ratings to “Strong” ratings. WD should also be recognized for its “Strong” rating in the area of management Effective Management of Security and Business Continuity. WD made significant improvements in three areas of management (Effectiveness of the Corporate Management Structure, Quality and Use of Evaluation and Quality Reporting to Parliament) to raise its ratings from “Opportunity for Improvement” to “Acceptable”. The Treasury Board Portfolio encourages the department to integrate fully management practices introduced this year to ensure continued progress for the next assessment period.

In addition, the department has made progress overall against the management priorities identified in the 2006 assessment:

  • Effectiveness of Internal Audit Function – The department moved up two levels from “Attention required” to “Acceptable”. WD has demonstrated that it has a commitment to meet the fundamental requirements of the internal audit policy. Specifically, it has begun to put into place an implementation plan for the new Internal Audit Policy, developed an improved Risk Based Audit Plan and made progress in the timeliness and quality of internal audit reports.
  • Quality and Use of Evaluation – The department has demonstrated improvement in the utility and quality of evaluations and in strengthening its approach to measuring value for money in evaluations. WD has taken steps to ensure that there is follow-up on evaluation recommendations and management action plans and that results are published on the departmental Web site. The rating for this area of management has gone up from “Opportunity for Improvement” to “Acceptable”.
  • Effectiveness of Corporate Risk Management – Since last year, WD has approved its integrated risk management framework and has identified risk mitigation strategies. The department has integrated risk considerations into corporate planning and has implemented and begun to monitor risk mitigation strategies. The rating for this area of management has improved from “Opportunity for Improvement” to “Acceptable”. It is expected that WD will continue its commitment to realize the full potential of risk management activities.

There is one area in which WD will need to make further efforts to improve its rating. Treasury Board Portfolio has identified this area as a management priority for the coming year:

  • Utility of the Corporate Performance Framework – WD has a rating of “Opportunity for Improvement” as in the last assessment period. The department has committed to improving its Program Activity Architecture as part of the 2009-2010 change process. The department will need to continue working with Treasury Board Secretariat to ensure that its Strategic Outcomes and Program Activity Architecture are in compliance with the Management, Resources, and Results Structure Policy.

Rating change since previous year: Slightly increased

1. Values-based Leadership and Organizational Culture



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: Management uses employee feedback to make necessary adjustments to recourse mechanisms.

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 are implemented, monitored and evaluated to determine whether they are effective at reducing fear of reprisal.

Results are available on plans that were largely implemented and are sufficient to permit a general statement regarding performance in values and ethics.

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

Culture: Organization has a good understanding of the current state of public service values and ethics as evidenced by qualitative or quantitative information.

The organization has a plan that includes a strategy championed by senior management with activities to raise awareness of the importance of public service values and ethics.

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

  • Report on enterprise-wide results from implemented values and ethics plans to support a comprehensive statement about organization's values and ethics performance.
  • Develop values and ethics plans/strategies tailored to organization's work which span several years and measure results, to inform senior management of the organization's values and ethics.



Rating change since previous year: No change since last year

2. Utility of the Corporate Performance Framework


Opportunity for Improvement

Highlights Opportunities

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

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

Measurability: 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 Inventory of programs has been developed but many listed programs do not meet the definition of a program.

  • WD has been collaborating with TBS to finalize proposed changes to their three existing SOs to ensure that they are more closely aligned with the MRRS instructions.  Proposed improvements will be included in the upcoming 2009-10 SO/PAA change process.
  • Currently it is difficult to assess whether or not programs listed in Western Economic Diversification's Program Activity Architecture meet the definition of a program as they have yet to come forward with final drafts of descriptions at the Sub-Activity level.
  • In particular 15 of the 17 of the programs at the sub-activity level contain no descriptions. Consequently it is difficult to determine whether all of WD's initiatives are captured within the PAA.
  • The organization has committed to improve its PAA as part of the 2009-10 PAA change process.

The organization is encouraged to continue working with TBS to ensure that its SOs and PAA are in compliance with the MRRS Policy.


Rating change since previous year: Slightly increased

3. Effectiveness of the Corporate Management Structure



Highlights Opportunities

Business Plan: Sector or branch business plans are generally aligned with the corporate business plan.

Governance Structure: 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).

Terms of reference are generally current and complete.

Since Round IV, the organization has made significant improvements to its corporate planning documents. It has produced a corporate business plan as well as regional and other business plans that are clearly aligned to the corporate business plan.

Western Economic Diversification has committed to including resource allocations for its corporate priorities in its Corporate Business Plan for 2008-2009.  Treasury Board Secretariat will follow developments closely to ensure that resource allocations by priority are included in its corporate and regional business plans for 2008-2009.




Rating change since previous year: No change since last year

4. Effectiveness of Extra-organizational Contribution



Highlights Opportunities

Horizontal Policy/Program Engagement: Organization has demonstrated that it effectively manages or participates in the horizontal policy and program initiatives 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.

Western Economic Diversification Canada was assessed against its leadership of one horizontal initiative and participation in thirteen horizontal initiatives.

Clarify partner roles and contributions to the Urban Development Agreements Initiative.

Review and confirm appropriate levels of monitoring of horizontal service delivery initiatives.

Continue to develop risk and monitoring standards, metrics and processes with partner organizations.




Rating change since previous year: No change since last year

5. Quality of Analysis in TB Submissions



Highlights Opportunities

Supporting Information: Organization has established a capacity to assemble usually accurate, reliable and complete supporting information in TB submissions.

Response to TBS comments is appropriate.

Analysis: Emerging understanding of external pressures is only partial.

Quality control: Clarity and consistency of language are good.

Generally rigorous and effective quality control process is in place and is usually followed for TB submissions.

As compared to the Round IV exercise in 2006, the organization made good progress overall with respect to the quality of submissions. There has been slight improvement overall in the timeliness of submissions.

Western Economic Diversification will need to demonstrate more rigour in analyzing potential external impacts of policy proposals and to ensure that accountabilities are clear when it delivers programs for other federal organizations. In addition, the organization will need to implement proposed quality control processes.




Rating change since previous year: Slightly increased

6. Quality and Use of Evaluation



Highlights Opportunities

Quality: Large majority of evaluations submitted to TB address questions of program relevance, success and effectiveness.

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

Evaluations usually use multiple lines of evidence.

Evaluations usually consider the limits of their methodology, if any.

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

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

Evaluation function resourcing is commensurate with the organizational evaluation plan.

Its A-base has, at least, remained stable.

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.

Coverage: The organization has shared a risk-based evaluation plan with TBS.

The evaluation plan has information on evaluations planned, completed and carried over.

Usage: Evaluations are occasionally or sparingly used to support decision making in the organization.

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

Active, systematic and regular tracking of management action plans arising from evaluation recommendations is in place.

The organization has improved its evaluation function in order to ensure that evaluation information is used to inform expenditure and policy decision-making within the organization.

The organization should continue to ensure that the key issues of relevance, impacts, and cost-effectiveness are examined in evaluations and that its evaluation plan includes links to the P.A.A.




Rating change since previous year: Slightly increased

7. Quality Reporting to Parliament



Highlights Opportunities

MRRS Basis: Most performance expectations in the RPP are clear.

RPP and DPR present a clear PAA (with crosswalks as necessary).

Some linkages between resources and results are made in the reports.

Credible information: DPR generally provides independently verifiable evidence-based performance information.

DPR is based on the PAA, i.e. performance is usually reported by Program Activity (PA) at the PA level.

Several relevant findings from audit and evaluation are included.

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

Context: Comparisons are generally effectively and consistently used in the DPR.

DPR is generally balanced – the report presents both positive and negative aspects of performance and substantiation or explanation is generally provided.

WED should increase the results-focus of the discussion of the Strategic Outcomes and Program Activities (PA) in the RPP and DPR and shorten the report by reducing the proportion of reporting that is focused on program sub-activities. Discussions of lessons learned should be further developed. Ensure that the focus of reporting is the PA level to provide a better demonstration of the link between resources and results.

WED should continue efforts to report on an MRRS basis, and address areas identified as opportunities in order to continue their progress in improving reporting.




Rating change since previous year: Slightly increased

8. Managing Organizational Change



Highlights Opportunities

Change plan: Comprehensive organizational change plan exists and matches the scope of change that has been identified.

Engagement: Change plans and strategies are priorities for the whole organization, and are included in PMAs of senior executives.

Employees and stakeholders are engaged at all phases and are committed to advancing strategies and initiatives.

Assessment: Assessment plans exist and are broad in scope and detail.

Compared to the Round IV exercise in 2006, Western Economic Diversification has strengthened its management capacity in this area through the preparation of a comprehensive plan for change-related opportunities.

The organization demonstrates a clear commitment to learning.  However, it should verify that learning documents submitted in the context of change management are directly related to this topic.




Rating change since previous year: Slightly increased

9. Effectiveness of Corporate Risk Management



Highlights Opportunities

Profile Currency: Organization has a current, approved corporate risk profile.

Planning: Consideration of risk in corporate planning is sporadic and uneven

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

Risk mitigation strategies are in place for key operational and internal management risks.

Engagement: Senior management has overseen development of a risk management process. The system is new and its regular monitoring is not yet apparent.

The organization continues to make progress in laying the foundations for IRM. Sustained management commitment is required to realize the value of IRM.

  • Improve the discussion of risk in the RPP and DPR to demonstrate that an integrated consideration of risk information influences strategic planning and resource allocation.
  • Demonstrate that senior management regularly uses risk information in decision-making.



Rating change since previous year: Slightly increased

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



Highlights Opportunities

Fair: It has good labour relations expertise.

Labour relations matters are consistently and appropriately managed or addressed.

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 meets standards of timeliness in payments to employees.

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

Organization has made progress in comparison to the previous year's representation, recruitments and promotions of the four employment equity groups.

Organization is representative of all four employment equity designated groups.

Promotions are greater than or equal to previous year's performance.

Separations are less than or equal to previous year's performance.

Work instruments, electronic systems and communication tools are generally available in both official languages.

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.

Continue efforts to promote bilingualism in the workplace.




Rating change since previous year: Slightly increased

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



Highlights Opportunities

Productive: 90% of employees or greater have learning plans.

Principled: Communications with and services to the public in both official languages are generally available.

Necessary linguistic capacity is in place as is shown by the vast majority of incumbents of bilingual positions who meet the language requirements of their position.

Organization is representative of all four employment equity designated groups.

Progress against the previous year's performance on recruitment, promotion and separation for employment equity groups equal the organization's average for all employees.

Promotions are greater than or equal to representation.

Work instruments, electronic systems and communications with employees are generally available in both official languages.

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.





Rating change since previous year: No change since last year

12. Effectiveness of Information Management



Highlights Opportunities

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

IM roles and responsibilities are included in the organization's business processes and/or procedures.

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.

Organization's IM strategy identifies program and service outcomes, information needs and accountabilities, IM policy considerations and internal and/or external collaboration opportunities.

Plan exists to implement the strategy, including 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 some 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. The organization meets most of the requirements of the Access to Information Act. Some requirements of the Privacy Act require attention.

  • 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 and implement mechanisms to continuously evaluate and modify IM strategy and plans, and show specific mapping of departmental program and service outcomes to IM strategy activities or outcomes
  • 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.
  • Review Program Records to ensure that all descriptions in Info Source are comprehensive, complete, up-to-date, and comply with Treasury Board requirements.



Rating change since previous year: Slightly increased

13. Effectiveness of Information Technology Management



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: Adequate participation in setting government-wide directions for information technology is evident.

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 is making efforts to appropriately use and plan for further use of information technology shared services.

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

  • The Information Technology plan under development should be strengthened to include implementation planning details.
  • The organization should continue to investigate the increased use of shared services from Public Works and Government Services Canada, Information Technology Shared Service Organization.
  • 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.



Rating change since previous year: No change since last year

14. Effectiveness of Asset Management



Highlights Opportunities

Materiel Management: Key components of a materiel management framework are in place.

Delegated authorities, governance structures and decision-making processes are documented.

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

Decisions are based on reliable life-cycle cost, and performance information can be found.

Investment Planning: An investment planning regime is in place.

Overall, Western Economic Diversification Canada demonstrates sound materiel management practices that can be strengthened by monitoring performance of assets and using this information to inform investment planning and by ensuring investments are made in areas of greatest need and risk.




Rating change since previous year: Not available

15. Effective Project Management



Highlights Opportunities

Governance: Effective organization-wide governance structure is in place.

It has clear accountabilities, formal and documented decision-making processes and strong links between project approval and strategic objectives and priorities.

Project Resources: Adequate and integrated processes for allocating and managing project resources with high-level accountabilities for project resources and expected results.

Cost estimates are generated at the work package level only.

Funding models used support the achievement of the expected outcomes.

Qualified project management human resources are in place.

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

Most projects are subject to a review.

There is a clear link between the review process and the formal decision-making process for projects.

  • The governance structure and rigour established by the Information Management Technology (IMT) project framework applicable to IT-focussed projects should be leveraged for the management of all projects within the organization.
  • Taking this initiative would position the organization towards developing best practices in the management of projects, since the organization seems to have adequate training mechanisms in place to build and ensure adequate project management capacity.



Rating change since previous year: No change since last year

16. Effective Procurement



Highlights Opportunities

Governance: Clear and up-dated links between procurement activities and the organization-wide program plans, priorities and long-term investments are evident.

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

Operational requirements: Qualified procurement human resources exist.

Consistent procurement training is evident.

Clear links to human resources planning exist (e.g., succession planning and recruitment strategies for procurement staff).

Informed decision making and oversight exists.

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.

Results and reviews are used to continuously adjust current procurement management activities and future procurement plans.

The procurement-related initiatives that the organization has taken in the past few years are exemplary and position the organization as a model for departments that are not procurement-intensive.

The organization could strengthen its procurement management by integrating procurement information into the decision-making processes and by enhancing capacity in all regions.




Rating change since previous year: Slightly increased

17. Effectiveness of Financial Management and Control



Highlights Opportunities

Authorities and Policies: Audit report results show evidence of good financial management practices.

Sound practices are in place to support commitment control policies.

Sound practices are in place to support transfer payment management.

Sound practices are in place with respect to accounts verification

Sound practices are in place with respect to interdepartmental settlements.

Sound practices are in place with respect to receivables management.

The reporting of external user fee information meets or nearly meets the requirements of the reporting guidelines.

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 higher than average.

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

Management Capacity: 1.5% to 3% of salary dollars is provided for training.

15% to 25% of key financial employees have both a university degree and a designation.

5% to 14% of FI positions are vacant.

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

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

Succession plan for key positions is in place.

Financial Statements: The Financial Statements are compliant with Treasury Board Accounting Standard 1.2 – Departmental and Agency Financial Statements.

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

Internal financial reporting information is presented to senior management on a regular basis.

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 financial management initiatives in such areas as policies, reporting, systems and community development.

The organization's state of financial management has improved. While Public Accounts reporting has progressed significantly, further effort could be directed in the areas of financial statements and management capacity.





Rating change since previous year: Greatly increased

18. Effectiveness of Internal Audit Function



Highlights Opportunities

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

An approved internal audit charter exists in line with the 2006 IA policy.

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: An Approved Annual Risk-Based Audit Plan contains some deficiencies in quality and timeliness.

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 resources plan for all audit staff and a learning plan for the individual/ audit group exist and have broad detail

TB funding provided is not being utilized for the specified intended purpose(s) and/or there is little or no growth in the (number of) IA function resources.

Expected Results: Annual Report for 2006-07 reviewed and recommended by the Audit Committee and approved by the DH.

Western Economic Diversification has recently engaged a new CAE and is showing the commitment necessary to achieve the fundamental requirements of the IA Policy by 2009. The Chief Executive Audit (CAE) reports solely and exclusively to the Deputy Head (DH).

The Audit Plan should include a more defined and risk-ranked Audit Universe, and should be linked to the Agency's corporate risk profile. Planned follow-up activities should be identified. The IA Plan should include a statement of constraints and describes the impact of any resource limitations. The Agency should implement an Internal Quality Assurance and Improvement Program and productivity should also be increased.




Rating change since previous year: Not available

19. Effective Management of Security and Business Continuity



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 a fully developed and sustainable ability to provide for the continuity of critical business operations and services.

Completed and approved plans are in place for Pandemic or Information Management / Information Technology emergency preparedness.

Summary analysis: The Department has a fully established security program and has achieved compliance with the Management of Information Technology Security and Business Continuity Planning standards.

No significant deficiencies were identified in the MAF assessment. To further improve upon its security program, Western Economic Diversification Canada should demonstrate alignment of its security strategy with corporate priorities and business plans. Furthermore, the organization is encouraged to share its best practices with other departments and agencies.




Rating change since previous year: Slightly increased

20. Citizen-focused Service



Highlights Opportunities

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

Few services reviewed have measured service standards.

Evidence of acting on performance results for standards.

Client satisfaction: Client satisfaction, at least globally, has been measured within the last 3 years and results were communicated to clients.

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

Significant evidence of acting on measurement results for client satisfaction.

Public/client views: Little evidence of incorporating feedback in 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.

Minor plans to obtain views from clients.

There is a process/plan for identifying target clientele for public consultations.

Official Languages: Analysis of the Annual Review on OL shows the institution is generally able to meet its obligations.

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

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

The institution has adequate resources to serve the public in both OL.

Common Look and Feel: The CLF 2.0 report indicates that a generally well laid-out plan exists to achieve compliance; however, there are some concerns that not all standards are addressed in the plan and/or the compliance deadline will be missed.

  • Set service standards and measure performance relative to service standards for each service.
  • Measure client satisfaction for each service using Common Measurements Tool.
  • Make information on consultations available on the Canada site and post results of its consultation activities.
  • Increase supervision of the active offer, especially with regard to in-person services. Ensure that services to the public are offered in both official languages, in accordance with the institution's obligations, especially with regard to telephone services.
  • Increase their capacity for accessible web development (e.g., using Common Look and Feel 2.0 template) and ensure consistent CLF compliance across the web presence.



Rating change since previous year: Not available

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 25%.

Compared with the public service average of 22%, the percentage of executives who received a bonus was 25%.

Compared with the budget for lump sum performance awards of 8.1%, the organizational expenditure was 7.7%.

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.