ARCHIVED - MAF Assessment: Canadian Intergovernmental Conference Secretariat - 2008

The Canadian Intergovernmental Conference Secretariat (CICS) is a micro-agency responsible for serving federal, provincial and territorial governments in the planning, conducting and servicing of senior level intergovernmental conferences. Established in 1973, by the First Ministers of Canada, CICS is designated as a department for the purposes of the Financial Administration Act however, the organization is an agency of both federal and provincial governments. CICS's budget is supported by both orders of government and its staff includes federal, provincial and territorial public servants. CICS serves an estimated 110-120 conferences annually in virtually every sector of government activity, and its services are available across Canada.

CICS was last assessed in 2005 as part of Round III of the Management Accountability Framework (MAF). The organization has since made numerous improvements with respect to the Treasury Board Secretariat's expectations for modern public service management. MAF Round VI highlights CICS's achievements and continued efforts towards improving its operations and establishing sound management practices including: strengthening organization culture, developing a Management Resources and Results Structure (MRRS), and developing numerous business planning tools in support of sound Risk Management and Stewardship practices. The organization's complete response to the MAF questionnaire for micro-agencies is attached in Annex A.

Findings

Public Service Values & People (AoM # 1, 10 & 11)CICS has made considerable improvements in these areas since its last MAF assessment in 2005 and continues to strengthen organizational culture by promoting values and ethics in its day-to-day operations. Codes of conduct and of values and ethics at CICS are modeled around the Public Service Values and Ethics Code and have become a mandatory component of performance agreements for managers and senior managers.  Managers at all levels within CICS communicate regularly and directly with staff on values and ethics through a variety of different for a (e.g. intranet, email and staff meetings) in order to ensure they are in place, effective and understood. CICS's own organizational values include: learning, innovation, inclusiveness and diversity, intelligent risk taking and continuous improvement. 

In follow-up to the Public Servants Disclosure Protection Act, policies on the internal disclosure of information concerning wrongdoing in the workplace, on informal conflict resolution, and on the prevention and resolution of harassment in the workplace were adopted, communicated and discussed with staff. Further, CICS has a memorandum of understanding with Industry Canada for the provision of third-party independent advice, processes for conflict prevention, and for conflict resolution.  CICS is also a member of the Micro and Small Agency - Labour Management Consultation Committee, an innovative umbrella-style labour management consultation committee for a collection of small organizations.

With respect to human resources matters, it can be noted that, as a micro-agency, the Secretariat is often at risk of losing key employees as few internal career opportunities exist and several jobs must be performed by a small number of people.  In 2008, the Secretariat began to implement a Talent Management Policy, which encompasses leadership development as well as recruitment, continuous learning, retention and succession planning.  CICS also has a training policy calling for annual learning and training plans based on employees' needs, and a policy on rewards and recognition is being developed for implementation by the end of this fiscal year.  Out of a total of 36 positions, 34 are designated as bilingual and 100% of staff meet these bilingual requirements.  Despite significant progress in many areas however, slow progress is being made towards achieving a workforce that is reflective of Canada's population, and CICS currently does not meet minimum representation goals in the four designated groups.  An integrated Business and Human Resources Plan covering the years for 2007-2010 is in place to: enhance CICS's ability to meet mandatory human resources requirements; enable the alignment of people priorities with business goals and achievement of those goals; and to serve as a guide for management decision-making and risk management in staffing, workload management, learning, classification, and corporate reporting.

Governance & Strategic Direction (AoM # 2, 3 & 4) CICS has made significant progress in developing a Management Resources and Results Structure (MRRS) since the last MAF assessment.  CICS engaged TBS in identifying areas of improvement and developed a strong and effective structure that provides information of value to both CICS and TBS. In the past year, the CICS management team has made refinements to the strategic outcome, adjusted the program activity architecture to include internal services and improved descriptions and, developed a logic model to help finalize the performance measurement framework. As a result of these efforts, TBS finds that CICS has developed a sufficient program activity architecture and performance measurement framework to meet reporting needs for the foreseeable future.

CICS's governance structure functions well and appropriate committees are in place to review priorities, performance, and day-to-day operations including a Senior Executive Committee and an Operations Management Committee.  CICS also holds regular bilateral meetings between senior management and line managers responsible for Conference Services, Information Services and Corporate Services, to promote the information flow throughout the organization. In May 2008, CICS launched the "CICS Modernization Project" to assess organizational needs and set the direction for change.  In so doing, the organization engaged all staff and established a modernization project steering committee to manage the project. 

CICS works to achieve efficiencies and adopt best practices by partnering with other federal departments and agencies, for example: obtaining support from the Privy Council Office's security operations for implementing security measures; establishing an MOU with Public Works and Government Services Canada for translation and interpretation services, and with the Public Service Commission for recruitment and staffing services; participating in the Micro and Small Agency - Labour Management Consultation Committee; and, leading micro-agencies in the piloting of a joint peer review committee for executives to meet the requirements of the performance management program. 

Results & Performance (AoM # 6 & 7)

The last MAF assessment in 2005 noted that CICS's RPP and DPR were not clearly linked.  CICS has since made efforts towards improving its MRRS and has developed a logic model to assist in finalizing its performance measurement framework, which will ultimately assist the organization in evaluating results and better aligning these reports. CICS has also developed a planning and reporting framework to provide a cohesive internal planning process, and to ensure that external reporting requirements are met.  TBS recommends that CICS continue these efforts.  With respect to the DPR, CICS should focus on how its program activity contributes to its strategic outcome.  A substantive strategic context discussion would also help readers understand CICS's risks, opportunities, and challenges in delivering its mandate.  CICS is aware that continued efforts are required and will strive for greater consistency and alignment between the RPP and DPR.

Change & Risk Management (AoM # 8 & 9)
While CICS did not undergo any major change initiatives, CICS's senior management launched the "CICS Modernization Project" in May 2008 to give priority to these particular areas of management and to guide the organization into the future.  The modernization project combines a needs assessment with consultations to engage employees in setting the direction for change.  Its aim is to examine and build further efficiencies in the internal operations and practices of the organization to ensure excellent client service.  As part of this project, particular emphasis is being placed on communities of practice within CICS to enable employees throughout the organization to create, innovate and build opportunities for CICS to improve its processes and practices in conference planning. 

CICS currently assesses and manages risks through its Integrated Business and Human Resources Plan, which incorporates an analysis of CICS's operational environment, internal and external pressures, and recent staffing and business trends.  While the plan does identify key risk areas and their potential impact on the organization, it is unclear where and how the risk mitigation strategies are currently articulated as well as how they are linked to the organization's overall plan. CICS's senior management has recognized the need to strengthen organizational capacity to manage risk and to anticipate, prepare for, and respond to the changing intergovernmental environment and clients' needs, and has undertaken to develop a five-year strategic plan that will guide the organization forward in setting its priorities, aligning resources to these priorities, and in coordinating the organization's internal planning and management.  CICS has indicated it will develop a Corporate Risk Profile, by building on an Integrated Risk Management Framework best practice already developed and being used by various other small agencies.  However, due to its size TBS recommends that CICS re-assess current planning tools (i.e. Integrated Business and HR Plan and the CICS Strategic Plan) against organizational risk management needs and determine if there is value added in developing a separate Corporate Risk Profile.

Stewardship & Accountability (AoM # 12-19 & 21)

CICS must manage all documentation and related materials emanating from, or associated with, the conferences it serves and CICS's staff adheres to the requirements under the Government of Canada Policy on Information Management. CICS currently runs the PROFF system to manage its information assets.  CICS has recently undertaken to hire a consultant to review processes and options for streamlining record keeping, classification and the disposal of documents, and to ensure it remains fully compliant with the policy. The Director of Information Services is the designated ATIP contact for CICS.  CICS is only the custodian of the material and the documentation remains the legal property of the originating government(s).  Requests for corporate information are managed on a case-by-case basis and average approximately 1-2 per year.

CICS manages procurement per the TB contracting policy and senior management oversees the contracting process. Wherever possible, CICS makes use of call-ups on standing offers, and contracts over $10,000 are disclosed quarterly on the CICS website. Although CICS is not an asset intense organization, once purchased, assets are tracked through the federal AMMIS system.  An IT business plan with an IT replacement strategy is in place given the importance of acquiring and maintaining necessary IT equipment for the delivery of conference services.  CICS is also in the process of finalizing a three-year Capital Asset Plan to facilitate the timely and effective short, medium and long-term investment planning in IT infrastructure, IT conference equipment and material management. 

As previously highlighted, CICS's senior management launched the "CICS Modernization Project" in May 2008 and adopted a sound project management approach. There is senior management engagement and commitment, and a project governance structure is in place to provide project oversight over the course of implementation.  Furthermore, CICS developed the modernization project in a series of phases which included: conducting an organizational review and research; conducting management interviews and employee focus group sessions; and project planning. In so doing, CICS has established a working environment where employees are involved in continuous improvement activities as part of their core responsibilities.

CICS operates a stand-alone corporate system and the Assistant Secretary has been designated as Senior Financial Officer by the Deputy Head.  In all instances, CICS's section 33 of the FAA approval is executed either by the Secretary and/or the Assistant Secretary, and due to the size of the organization, management is acutely aware of activities being undertaken in the department.  CICS uses the Freebalance accounting system and derives monthly financial reports which are reviewed and analyzed by the management committee.  Section 34 of the FAA approval is executed within the assigned spending limits and by persons with delegated authorities involved in the acquisition process. Under no circumstances are sections 33 and 34 approved by the same individual for the same transaction.  CICS provided evidence of proper internal controls and of appropriate delegation of authority being in place. While it is evident that sections 33 and 34 approvals are adhered to, the accuracy of the trial balance and Public Accounts plates submitted for government-wide reporting could be improved as evidenced by an increase in coding errors during the last fiscal year. TBS recommends that CICS pay particular attention to this area.

During the last MAF assessment, TBS recommended that CICS improve its internal audit function and implement the new Treasury Board Policy on Internal Audit. CICS internal audit function is now directly supported by the Office of the Comptroller General and CICS has determined that additional internal audit work is not necessary at this time given that areas of higher risk for the organization are already covered in the horizontal audit plan for small departments and agencies.  CICS will undertake to review the need for additional internal audits upon receipt of the results of the horizontal audit plan.

CICS has a departmental security officer and an IT security officer to oversee the security aspects of both the information technology and the physical/facilities management of its assets and its employees, and to ensure compliance with the Government Security Policy and related standards.  In addition, security measures are supported by the Privy Council Office's Security Operations Division which provides security clearance checks and security orientation and training to employees. CICS recently hired a consultant to conduct an analysis of CICS's compliance with the Management of Information Technology Security (MITS) requirements and is committed to being fully MITS compliant.  While the organization is not deemed to provide "critical services" to Canadians, it is nevertheless developing a business continuity plan appropriate to the nature of its mandate and the scale of the organization.  It is recommended that CICS continue progress in this regard and consult with TBS as appropriate.

CICS's performance management system is based on the Canada Public Service Agency's directive.  Specific outcomes are established and performance agreements are reflective of the Clerk's priorities as well as current management practices in risk management, IT/IM, learning and development, horizontal management and public service renewal. CICS should be commended for leading micro-agencies in the piloting of a joint peer review committee for executives, in order to meet the mandatory peer review requirements of performance agreements of the executive cadre.

Citizen-Focused Service (AoM # 20)

The very nature of CICS's mandate and the nature of its clientele are such that CICS must adopt and maintain high service standards and client satisfaction at all times. CICS values client feedback and uses performance information to identify priorities for the improvement of its services, and to adopt corrective actions as necessary. Regular debriefings of conferences served are held and significant findings are reported to senior management for discussion and follow-up.  The Secretary is directly involved in high-level discussions with organizers of First Minister level conferences and attends such events.  Senior managers also attend certain conferences in order to observe and experience first hand, the service delivery in action.  The degree of senior level engagement combined with efforts taken to strengthen the performance measurement framework, are indications that the organization is engaged and committed to maintaining its high service standards and client satisfaction.

Achievements

CICS should be recognized for the work it has done to improve management in a number of areas since its last MAF assessment in 2005, including:

• Finalizing a Program Activity Architecture and Performance Measurement Framework, which will enable CICS to strengthen linkages between its RPP and DPR;
• Promoting values and ethics in its day-to-day operations, including developing customized codes of conduct, communicating values and ethics to employees, and putting in place recourse mechanisms for employees;
• Implementing the new Treasury Board policy on Internal Audit; and
• Engaging and promoting the use of best practices amongst the micro and small agency network, as part of the government-wide engagement and effective participation in horizontal initiatives.

Opportunities

The CICS MAF assessment demonstrates the organization's commitment to strengthen public service management and accountability.  It is also recognized that micro agencies, such as CICS, face unique resourcing challenges and as a result, the MAF also highlights a few areas where the organization could benefit from further progress including:

• Strengthening its Risk Management approach by enhancing current planning tools to identify and document risk mitigation strategies as part of business continuity planning;
• Improving the quality and accuracy of the trial balance and Public Accounts plates; and
• Ensuring the organization is fully MITS compliant.

Recommendations

TBS commends CICS for the progress made since its last MAF assessment and recognizes the challenges faced by micro-agencies in addressing and implementing the management agenda. Over the next few years, it is recommended that CICS continue its progress and pay particular attention to specific areas highlighted in the opportunities section. The organization should also continue engaging with TBS to share information, identify areas for improvement, and capture progress made.  TBS officials look forward to continued and effective collaboration with CICS.

Discussed on: March 30, 2009

Participants: André McArdle (CICS), Mara Indri-Skinner (CICS), Guy Boyd (TBS), Nina Frid (TBS), and Caroline Cristea (TBS)