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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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).

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.

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.

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%.