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Management Accountability Framework

ARCHIVED - MAF Assessment: Human Resources and Skills Development Canada - 2008

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This document provides a Treasury Board Secretariat assessment of the department's performance against specific areas of management only. It does not present an assessment of management quality beyond these areas of management, nor does it reflect the level of effort a department may be making towards improving the quality of its management. The MAF assessments use standardized language to ensure consistent descriptions and characterizations. This assessment may not reflect the latest information available. Some departments and agencies have provided updated information in the form of a management response. Where management responses have been prepared, the link to the response is posted below the assessment.

Context

The Management Accountability Framework (MAF) assessment of Human Resources and Skills Development Canada (HRSDC) for 2008-2009 is generally positive. The department was assessed against 21 Areas of Management and received five "Strong;" fourteen "Acceptable;" two "Opportunity for Improvement;" and no "Attention Required" ratings. Compared against HRSDC's MAF assessment in 2007-2008, the department received a higher rating in three Areas of Management and a lower rating in three Areas of Management. While the department has maintained a solid performance in several Areas of Management, performance in some key areas could be further strengthened and are addressed as management priorities for 2009-2010.

Since HRSDC's amalgamation into a single entity two years ago, the department has begun to stabilize itself as an organization, strengthening its management frameworks and incorporating innovative approaches to enhance organizational performance. In the past year the department has implemented a number of new initiatives to deliver on its core mandate; some examples include signed Labour Market Agreements with most provinces, fully devolved Labour Market Development Agreements and new statutory programs in the area of wage earner protection and savings for persons with disabilities. More recently, HRSDC has also had to manage the emerging challenges brought on by the global economic recession. As a result of the economic downturn, Employment Insurance (EI) claim rates have increased significantly and the department should be commended for its efforts to maintain and enhance service standards for EI program delivery. The Government of Canada introduced a number of measures in Budget 2009 to support Canadian workers, businesses and industries that may be negatively impacted as the economic situation further deteriorates. Many of these supports are provided by HRSDC with additional funding for several new or existing initiatives, identified in the Canada Skills and Transition Strategy. HRSDC should be recognized for moving quickly, following the Budget announcements to seek appropriate policy and Treasury Board approvals, such that within 5 weeks after the Budget was released 75% of new spending measures were approved. The department is also working towards effective and timely implementation of these critical Budget 2009 measures and is contributing to Government-wide Reporting and Results.

As in previous years, to facilitate the MAF process HRSDC undertook a comprehensive self-assessment for each Area of Management. TBS has used the results of the consolidated self-assessment; supporting documentation provided by the department; HRSDC's response to the interim draft MAF assessment; and other sources of information specific to the Area of Management to inform the final MAF assessment for 2008-2009. TBS has also considered the size, complexity and mandate of HRSDC in finalizing the assessment; as the department's activities account for almost one third of federal government spending.

Section II – Successes

The department has made good progress in addressing the management priorities identified in the previous MAF assessment:

Effectiveness of the Corporate Management Structure – Major improvements have been made to strengthen HRSDC's corporate discipline. It has developed an Integrated Business Plan for 2008-2011 that for the first time incorporates every component of the portfolio organization including Labour and Service Canada.
Effectiveness of Information Technology Management - HRSDC has made substantial progress in strengthening its integrated Information Technology Plan, which is now linked to the department's governance structure, long-term investment and capital planning process and incorporates a risk-based approach.

HRSDC has also significantly improved its management of the following areas, as noted in this year's MAF assessment:

Effectiveness of Asset Management – HRSDC has recently taken steps to strengthen its asset control regime. It has developed a Long-Term Investment Plan for 2008-2012 that describes the management of and investment in, information technology assets and asset-related projects, real property and accommodation and to a lesser extent, fleet.
Effectiveness of Internal Audit Function – In the past year HRSDC has made considerable progress in implementing key elements of the 2006 Internal Audit Policy, such as ensuring that the Chief Audit Executive (CAE) reports solely and exclusively to the Deputy Head and establishing a Departmental Audit Committee that is chaired by the Deputy Head and composed of three external members.

In addition, HRSDC has maintained a "Strong" performance in the following areas:

Quality and Use of Evaluation - HRSDC continues to demonstrate a high degree of competence within its evaluation function. Noteworthy is the department's continued and effective use of evaluation to inform decision-making and support organizational learning.
Managing Organizational Change – HRSDC maintains its commitment to effective change management. In particular, the Deputy Minister is highly engaged in the department's change and renewal agenda at the senior management level and through engagement of employees across the department in development of a Change Management Strategy.

The department has also received a "Strong" rating for its effective Contribution to Government-wide Priorities and for its effective management of Information Technology; the department is encouraged to continue its efforts and maintain attention on these areas. As well, HRSDC received a "Strong" with respect to the new Area of Management for Accountability. HRSDC is commended for building a healthy and effective performance management system that holds executives accountable for results, considered a best practice that can provide leadership across the public service.

Section III - Continuing Management Challenges

HRSDC has received an "Opportunity for Improvement" rating for the following Areas of Management:

Effectiveness of Information Management – Specific weaknesses are noted: (i) At the time of this assessment HRSDC had not yet completed an IM strategy and implementation plan (expected completion April 2009). (ii) HRSDC's Annual Report to Parliament on the administration of the Privacy Act and the Access to Information Act did not address the mandatory reporting requirements, including a copy of the signed delegation order.
Effective Management of Security and Business Continuity – Significant deficiencies remain regarding HRSDC's ability to meet the Management of Information Technology Security (MITS) requirements such as integration of security in the system development lifecycle and an ITS risk management framework. In addition, although the department meets most of the requirements related to the Business Continuity Planning Program; significant deficiencies remain related to meeting Business Impact Analysis requirements, which represent a foundational component of the BCP Program.

The following areas of management have received an "Acceptable" rating; however, elements for improvement have been identified:

Utility of the Corporate Performance Framework – Although HRSDC has received an "Acceptable" rating for its Strategic Outcomes (SOs) and Program Activity Architecture (PAA), there are still a number of weaknesses that have been identified within these areas, such as clarity of the SOs and the adequate identification of actual programs in the PAA.
Quality of Analysis in TB Submissions – The department is encouraged to work more closely with TBS to develop a forward looking submission plan to better manage both regular business as well as emerging issues.
Extent to which the Workforce is Productive, Principled, Sustainable and Adaptable – This Area of Management was measured using results from the recent Public Service Employee Survey (PSES), which indicates that an insufficient number of employees in HRSDC (between 53 to 59.5 per cent) feel their organization supports their career, continuous learning, development and innovation. The department is encouraged to address the identified opportunities with respect to career development and continuous learning.
Effective Project Management – In light of the weaknesses in project management exhibited by the recent Canada Pension Plan and Old Age Security Information Technology Renewal Project, HRSDC is encouraged to track and monitor progress of all projects. A more systematic and department-wide approach is encouraged to better ensure the necessary management practices are in place to support effective management of projects across the HRSDC portfolio.
Citizen-focused Service – While HRSDC has demonstrated significant commitment and leadership to citizen-focussed service, the department may wish to ensure a more systematic, institution-wide approach across the portfolio organization (beyond Service Canada). This includes: developing a comprehensive inventory of services and clients as a foundation for subsequent improvement efforts; extending regular client satisfaction measurement using the Common Measurements Tool; and developing service standards - across the entire HRSDC portfolio to model work done in Service Canada.

Section VI – Priorities for Next Year

The Treasury Board Secretariat has identified the following management improvement priorities for the coming year:

Utility of the Corporate Performance Framework – HRSDC is strongly encouraged to continue working with TBS in order to further refine and strengthen its Strategic Outcomes, Program Activity Architecture and Performance Measurement Framework * and on-going Parliamentary reporting.
Effectiveness of Information Management – TBS encourages the department to share its Information Management Strategy and implementation plan with TBS, once it is completed and to ensure that mandatory reporting requirements on administration of the Privacy Act and the Access to Information Act are well understood and observed.

TBS will undertake to work with HRSDC where appropriate to continue the efforts being made and to improve on all priority areas in a mutually beneficial manner.

1. Values-based Leadership and Organizational Culture

Acceptable

Highlights	Opportunities
1.1 Leadership: Acceptable Executive leadership regularly communicates and encourages ongoing dialogue on public service values and ethics among employees. 1.2 Infrastructure: Acceptable Organization has a plan that includes a strategy championed by senior management with medium-term activities to raise awareness of the importance of public service values and ethics. 1.3 Culture: Opportunity for Improvement Organization has a good understanding of the current state of public service values and ethics as evidenced by qualitative or quantitative information.
Recommendations

Highlights

Opportunities

1.1 Leadership: Acceptable

Executive leadership regularly communicates and encourages ongoing dialogue on public service values and ethics among employees.

1.2 Infrastructure: Acceptable

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

1.3 Culture: Opportunity for Improvement

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

Recommendations

2. Utility of the Corporate Performance Framework

Acceptable

Highlights	Opportunities
2.1 PAA Consistency: Acceptable The Strategic Outcome statement(s) can be understood within and outside the department as a benefit to Canadians, however its/their clarity should be improved. 2.2 Measurability: Acceptable An adequate Program Activity Architecture has been developed with some issues to be resolved. 2.3 Quality: An incomplete or inadequate performance measurement framework has been developed. Targets are not stated appropriately as a performance level of the indicator.	HRSDC’s strategic outcome statements should be revised. Clarity or refinement of the strategic outcomes will be required in order to better enable their measurability. While some improvements have been made to HRSDC’s Program Activity Architecture, additional changes are required. This includes further refinement of program titles and descriptions, and clarification/confirmation that the programs identified in HRSDC’s Program Activity meet the definition of a program. HRSDC should continue to refine its Performance Measurement Framework to bring it in line with the standards set out in the MRRS Instructions. The organization should also ensure that actual data for the indicators in its PMF are being collected and analyzed to gain insights into program performance and to validate the indicators.
Recommendations

Highlights

Opportunities

2.1 PAA Consistency: Acceptable

The Strategic Outcome statement(s) can be understood within and outside the department as a benefit to Canadians, however its/their clarity should be improved.

2.2 Measurability: Acceptable

An adequate Program Activity Architecture has been developed with some issues to be resolved.

2.3 Quality:

An incomplete or inadequate performance measurement framework has been developed.
Targets are not stated appropriately as a performance level of the indicator.

HRSDC’s strategic outcome statements should be revised. Clarity or refinement of the strategic outcomes will be required in order to better enable their measurability.
While some improvements have been made to HRSDC’s Program Activity Architecture, additional changes are required. This includes further refinement of program titles and descriptions, and clarification/confirmation that the programs identified in HRSDC’s Program Activity meet the definition of a program.
HRSDC should continue to refine its Performance Measurement Framework to bring it in line with the standards set out in the MRRS Instructions. The organization should also ensure that actual data for the indicators in its PMF are being collected and analyzed to gain insights into program performance and to validate the indicators.

Recommendations

3. Effectiveness of the Corporate Management Structure

Acceptable

Highlights	Opportunities
3.1. - Corporate business plan generally aligns resources and accountabilities to priorities. 3.2 - Organization's corporate governance structure is generally aligned to the organization's PAA; resource reallocation is generally proactive; management decisions and interventions are generally proactive and timely; senior corporate management structure or subordinate governance structure (e.g., committees) meet regularly.	In September 2008 HRSDC revised its governance structure along portfolio lines and in accordance with its Program Activity Architecture. HRSDC has also developed key management practices necessary to support the effective management of its corporate structure. However considering that many of these practices are relatively new, the department is encouraged to make a continued commitment to strengthen and solidify its governance structure; to ensure that planning milestones are met; to document lessons learned; and to make necessary adjustments in a timely manner.
Recommendations

Highlights

Opportunities

3.1. - Corporate business plan generally aligns resources and accountabilities to priorities.

3.2 - Organization's corporate governance structure is generally aligned to the organization's PAA; resource reallocation is generally proactive; management decisions and interventions are generally proactive and timely; senior corporate management structure or subordinate governance structure (e.g., committees) meet regularly.

In September 2008 HRSDC revised its governance structure along portfolio lines and in accordance with its Program Activity Architecture. HRSDC has also developed key management practices necessary to support the effective management of its corporate structure. However considering that many of these practices are relatively new, the department is encouraged to make a continued commitment to strengthen and solidify its governance structure; to ensure that planning milestones are met; to document lessons learned; and to make necessary adjustments in a timely manner.

Recommendations

4. Effectiveness of Extra-organizational Contribution

Strong

Highlights	Opportunities
4.2 Participation in Priority Initiatives: Strong The organization is providing support to the initiative leads. The organization shows strength in its participation in priority interdepartmental initiatives. The organization shows strength in its participation in Public Service Renewal. The organization's commitments to the initiatives are clear, measurable, and consistent with its role, and internal management structures have been established. 4.3 Portfolio Coordination: Acceptable Implementation of measures has begun – but is not complete. The Department’s portfolio coordination is effective. TBS has assessed Human Resources and Skills Development Canada with regard to its participation in the Public Service Renewal (Strong), Web of Rules (Strong) and Northern Strategy (Opportunity for Improvement) initiatives.	TBS encourages HRSDC to continue its effective participation in the Public Service Renewal and Web of Rules initiatives. TBS encourages HRSDC further describe attention and action from Senior Management pertaining to its participation in the Northern Strategy Initiative. The opportunity exists for the department to clearly illustrate the results to date of its portfolio coordination initiatives or otherwise measure the results of its portfolio activities.
Recommendations

Highlights

Opportunities

4.2 Participation in Priority Initiatives: Strong

The organization is providing support to the initiative leads.
The organization shows strength in its participation in priority interdepartmental initiatives.
The organization shows strength in its participation in Public Service Renewal.
The organization's commitments to the initiatives are clear, measurable, and consistent with its role, and internal management structures have been established.

4.3 Portfolio Coordination: Acceptable

Implementation of measures has begun – but is not complete.
The Department’s portfolio coordination is effective.

TBS has assessed Human Resources and Skills Development Canada with regard to its participation in the Public Service Renewal (Strong), Web of Rules (Strong) and Northern Strategy (Opportunity for Improvement) initiatives.

TBS encourages HRSDC to continue its effective participation in the Public Service Renewal and Web of Rules initiatives.
TBS encourages HRSDC further describe attention and action from Senior Management pertaining to its participation in the Northern Strategy Initiative.

The opportunity exists for the department to clearly illustrate the results to date of its portfolio coordination initiatives or otherwise measure the results of its portfolio activities.

Recommendations

5. Quality of Analysis in TB Submissions

Acceptable

Highlights	Opportunities
5.1.Organization has the capacity to respond effectively to most TBS feedback; 5.2.Appropriate consideration is given to a range of issues, such as gender-based analysis and sustainable development implications; 5.3.Submissions are usually on time (six weeks before TB meetings); 5.4.Good writing and translation standard have been used; Clarity and consistency of language are good; Description of resource requirements is clear.	HRSDC continues to work at ensuring TB submissions are consistently compliant with TB guidelines and has developed practices to engage TBS earlier in the process. This being said, to ensure that a rigorous quality control process is in place and that the approvals process is smooth and efficient, the department is encouraged to strengthen internal collaboration between program and financial areas in developing TB submissions.
Recommendations

6. Quality and Use of Evaluation

Strong

Highlights	Opportunities
6.1 Quality: Strong Evaluations submitted to TBS usually present findings, conclusions and recommendations that are supported by the evidence found in the evaluation report. The large majority of evaluations submitted to TBS consistently address relevance, success, and effectiveness. They also address cost-effectiveness. The majority of evaluations submitted to TBS consistently employ appropriate methodologies to gather data and inform the analysis. The majority of evaluations submitted to TBS use multiple lines of evidence. Evaluations reflect the diversity and perspectives of multiple program stakeholders. 6.2 Neutrality: Acceptable All resources dedicated to evaluations are directed by the Head of Evaluation. Evaluation function resourcing is commensurate with the organizational evaluation plan. Senior management committee is in place to support, oversee and monitor the evaluation function and management accountabilities arising from evaluations and evaluation related products. The committee is chaired by the deputy head or senior level designate. The committee meets regularly during the year. 6.3 Coverage: Acceptable Option 2: The organization is working according to its evaluation plan. Evaluation coverage of direct program expenditures fluctuate highly from year to year, however, organization appears on track to achieve 100% coverage over a set year cycle (e.g. over a five-year cycle). The organization has shown evidence of moving towards full coverage of all ongoing programs of grants and contributions over a five year cycle as per 42.1 of the FAA. Year to year percent coverage indicates organization is on track to achieve 100% coverage. The organization has shared its multi-year, risk-based evaluation plan with TBS. The evaluation plan has information on evaluations planned, completed and carried over. It also includes links to the organization's PAA. As well, there is evidence to indicate that the organization has calibrated its evaluation efforts and/or approaches according to program context. 6.4 Usage: Strong Active, documented, systematic and regular tracking of management action plans arising from evaluation recommendations is in place. Majority of evaluations submitted to TBS incorporate data from a performance measurement system to support the evaluation. Submitted evaluations sometimes cite data availability and/or quality as constraints. The results of evaluations are almost always brought for consideration in TB submissions, Memorandum to Cabinet, RPPs, DPR and Strategic Reviews.
Recommendations

Highlights

Opportunities

6.1 Quality: Strong

Evaluations submitted to TBS usually present findings, conclusions and recommendations that are supported by the evidence found in the evaluation report.
The large majority of evaluations submitted to TBS consistently address relevance, success, and effectiveness. They also address cost-effectiveness.
The majority of evaluations submitted to TBS consistently employ appropriate methodologies to gather data and inform the analysis.
The majority of evaluations submitted to TBS use multiple lines of evidence. Evaluations reflect the diversity and perspectives of multiple program stakeholders.

6.2 Neutrality: Acceptable

All resources dedicated to evaluations are directed by the Head of Evaluation.
Evaluation function resourcing is commensurate with the organizational evaluation plan.
Senior management committee is in place to support, oversee and monitor the evaluation function and management accountabilities arising from evaluations and evaluation related products. The committee is chaired by the deputy head or senior level designate. The committee meets regularly during the year.

6.3 Coverage: Acceptable

Option 2: The organization is working according to its evaluation plan. Evaluation coverage of direct program expenditures fluctuate highly from year to year, however, organization appears on track to achieve 100% coverage over a set year cycle (e.g. over a five-year cycle).
The organization has shown evidence of moving towards full coverage of all ongoing programs of grants and contributions over a five year cycle as per 42.1 of the FAA. Year to year percent coverage indicates organization is on track to achieve 100% coverage.
The organization has shared its multi-year, risk-based evaluation plan with TBS. The evaluation plan has information on evaluations planned, completed and carried over. It also includes links to the organization's PAA. As well, there is evidence to indicate that the organization has calibrated its evaluation efforts and/or approaches according to program context.

6.4 Usage: Strong

Active, documented, systematic and regular tracking of management action plans arising from evaluation recommendations is in place.
Majority of evaluations submitted to TBS incorporate data from a performance measurement system to support the evaluation. Submitted evaluations sometimes cite data availability and/or quality as constraints.
The results of evaluations are almost always brought for consideration in TB submissions, Memorandum to Cabinet, RPPs, DPR and Strategic Reviews.

Recommendations

7. Quality Reporting to Parliament

Acceptable

Highlights	Opportunities
7.1 MRRS Basis: Acceptable Good links between performance and plans are present. RPP and DPR present a clear PAA (with crosswalks as necessary). 7.3 Context: Acceptable 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.	The department could improve its performance reports in future by ensuring that sources are consistently provided for the performance-based information presented, as well as for the audits and evaluations referenced in the DPR. Also, HRSDC could produce a more strategic and effective performance report by implementing the concise reporting format in its entirety.
Recommendations

Highlights

Opportunities

7.1 MRRS Basis: Acceptable

Good links between performance and plans are present.
RPP and DPR present a clear PAA (with crosswalks as necessary).

7.3 Context: Acceptable

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.

The department could improve its performance reports in future by ensuring that sources are consistently provided for the performance-based information presented, as well as for the audits and evaluations referenced in the DPR. Also, HRSDC could produce a more strategic and effective performance report by implementing the concise reporting format in its entirety.

Recommendations

8. Managing Organizational Change

Strong

Highlights	Opportunities
8.1. Comprehensive organizational change plan exists and matches the scope of change that has been identified.	HRSDC is encouraged to continue its comprehensive approach to change management that focuses on people and branches across the department. With the development of a new Departmental Change Management Strategy and further strengthening of such initiatives as the Friends of Transformation Group, HRSDC illustrates a commitment to change management. The department is encouraged to maintain and build upon these efforts.
Recommendations

9. Effectiveness of Corporate Risk Management

Acceptable

Highlights	Opportunities
9.1 Engagement: Acceptable Accountability for key risks is assigned to senior management and performance is assessed. Senior management has reviewed/approved the Corporate Risk Profile within the past year. Senior management reviews the organization’s Risk Management approach within the current three-year planning cycle. The organization has a common risk assessment approach and it has been approved by senior management. Senior management ensures that the organization’s Risk Management approach is tailored to the specific needs of the organization. Senior management encourages effective Risk Management and a risk-smart culture. 9.2 Implementation: Acceptable The organization’s Risk Management approach is regularly communicated to staff and stakeholders. The Corporate Risk Profile is systematically (horizontally and vertically) implemented into most operational levels across the organization. Risk Management guidance and tools that enable the organization’s risk management approach are made available to staff. 9.3 Integration: Acceptable Risk information is adequately consulted for senior management decision-making. Risk information and Risk Management principles influence planning and resource allocation decisions. Operational level risks are prioritized into key risks. Risk information and Risk Management principles are adequately captured in senior management reporting. The organization makes adequate course corrections based on Risk Management performance and new information. 9.4 Continuous Improvement: Acceptable Most relevant external sources are consulted during the development of the organization’s CRP. The organization explicitly builds on past experience, better practice, and adjusts to fit any changes in management structures, priorities or strategic direction. Key risk information was adequately gathered from internal sources of the organization for preparing the CRP. Corporate risks are consistently linked to the organization’s strategic outcomes. The CRP provides a reliable assessment of the quality of risk information used. The organization has implemented most recommendations provided during its last MAF assessment. Human Resources and Social Development Canada has completed significant work over the last year and should be recognized for efforts to establish a coordinated Risk Management approach; the undertaking of, and follow-up on, an RM internal audit; and the continued commitment of senior management.	HRSDC should also explore the possibility of developing a process to ensure that risk information is embedded more explicitly in senior management decision making.
Recommendations

Highlights

Opportunities

9.1 Engagement: Acceptable

Accountability for key risks is assigned to senior management and performance is assessed.
Senior management has reviewed/approved the Corporate Risk Profile within the past year.
Senior management reviews the organization’s Risk Management approach within the current three-year planning cycle.
The organization has a common risk assessment approach and it has been approved by senior management.
Senior management ensures that the organization’s Risk Management approach is tailored to the specific needs of the organization.
Senior management encourages effective Risk Management and a risk-smart culture.

9.2 Implementation: Acceptable

The organization’s Risk Management approach is regularly communicated to staff and stakeholders.
The Corporate Risk Profile is systematically (horizontally and vertically) implemented into most operational levels across the organization.
Risk Management guidance and tools that enable the organization’s risk management approach are made available to staff.

9.3 Integration: Acceptable

Risk information is adequately consulted for senior management decision-making.
Risk information and Risk Management principles influence planning and resource allocation decisions.
Operational level risks are prioritized into key risks.
Risk information and Risk Management principles are adequately captured in senior management reporting.
The organization makes adequate course corrections based on Risk Management performance and new information.

9.4 Continuous Improvement: Acceptable

Most relevant external sources are consulted during the development of the organization’s CRP.
The organization explicitly builds on past experience, better practice, and adjusts to fit any changes in management structures, priorities or strategic direction.
Key risk information was adequately gathered from internal sources of the organization for preparing the CRP.
Corporate risks are consistently linked to the organization’s strategic outcomes.
The CRP provides a reliable assessment of the quality of risk information used.
The organization has implemented most recommendations provided during its last MAF assessment.

Human Resources and Social Development Canada has completed significant work over the last year and should be recognized for efforts to establish a coordinated Risk Management approach; the undertaking of, and follow-up on, an RM internal audit; and the continued commitment of senior management.

HRSDC should also explore the possibility of developing a process to ensure that risk information is embedded more explicitly in senior management decision making.

Recommendations

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

Acceptable

Highlights	Opportunities
10.1 Fair: Acceptable Organization is undertaking action to improve the classification program in accordance with its level of risk. Evidence shows that labour relations matters are consistently and appropriately managed/addressed. Evidence shows that the organization exceeds standards of timeliness in payments to employees. Evidence shows that the organization is in compliance with Labour Relations and Compensation Operations direction (terms and condition of employment, collective agreements and/or applicable legislation). 10.2 Enabling: Acceptable Organization demonstrates the necessary linguistic capacity to provide personal and central services and supervision in both official languages. Organization is representative of all four employment equity designated groups. Promotions among employment equity groups are greater than or equal to previous year's performance. Separations among employment equity groups are less than or equal to previous year's performance. Work instruments, electronic systems and communication tools are generally available in both official languages. 10.3 Healthy and safe: Opportunity for Improvement A considerable number of employees do not feel recognized for positive performance. Evidence indicates that the organization has in place a well-managed program to protect employee's occupational health and safety.	Take action to ensure that employees feel recognized for their contribution.
Recommendations

Highlights

Opportunities

10.1 Fair: Acceptable

Organization is undertaking action to improve the classification program in accordance with its level of risk.
Evidence shows that labour relations matters are consistently and appropriately managed/addressed.
Evidence shows that the organization exceeds standards of timeliness in payments to employees.
Evidence shows that the organization is in compliance with Labour Relations and Compensation Operations direction (terms and condition of employment, collective agreements and/or applicable legislation).

10.2 Enabling: Acceptable

Organization demonstrates the necessary linguistic capacity to provide personal and central services and supervision in both official languages.
Organization is representative of all four employment equity designated groups.
Promotions among employment equity groups are greater than or equal to previous year's performance.
Separations among employment equity groups are less than or equal to previous year's performance.
Work instruments, electronic systems and communication tools are generally available in both official languages.

10.3 Healthy and safe: Opportunity for Improvement

A considerable number of employees do not feel recognized for positive performance.
Evidence indicates that the organization has in place a well-managed program to protect employee's occupational health and safety.

Take action to ensure that employees feel recognized for their contribution.

Recommendations

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

Acceptable

Highlights	Opportunities
11.1 Productive: Opportunity for Improvement An insufficient number of employees indicate their organization supports their career development and learning needs. 11.2 Principled: Acceptable Communications with and services to the public in both official languages are generally available. Employees consider that they generally can communicate in the official language of their choice within their organization and work instruments, electronic systems and communications 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. Promotions among employment equity groups are greater than or equal to representation. 11.3 Sustainable: Acceptable Evidence indicates human resources planning integrated with business planning is generally in place and governance/organizational infrastructure generally exists to support it. 11.4 Adaptable: Opportunity for Improvement An insufficient number of employees indicate their organization encourages continuous learning, improvement and innovation.	Take action to ensure that employees feel the organization supports learning, innovation and career development.
Recommendations
Promote a culture supportive of continuous learning, innovation and career development.

Highlights

Opportunities

11.1 Productive: Opportunity for Improvement

An insufficient number of employees indicate their organization supports their career development and learning needs.

11.2 Principled: Acceptable

Communications with and services to the public in both official languages are generally available.
Employees consider that they generally can communicate in the official language of their choice within their organization and work instruments, electronic systems and communications 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.
Promotions among employment equity groups are greater than or equal to representation.

11.3 Sustainable: Acceptable

Evidence indicates human resources planning integrated with business planning is generally in place and governance/organizational infrastructure generally exists to support it.

11.4 Adaptable: Opportunity for Improvement

An insufficient number of employees indicate their organization encourages continuous learning, improvement and innovation.

Take action to ensure that employees feel the organization supports learning, innovation and career development.

Recommendations

Promote a culture supportive of continuous learning, innovation and career development.

12. Effectiveness of Information Management

Opportunity for Improvement

Highlights	Opportunities
12.1 Governance: Opportunity for Improvement IM requirements are somewhat integrated as a part of the approval, development, implementation, evaluation, and reporting of departmental policies, programs, services, or projects. IM is somewhat represented in the corporate-wide governance or approval committee(s). Participation is evident in GC-wide approaches and initiatives related to developing, implementing, sharing, and leveraging IM policies and practices. 12.2 Strategy: Opportunity for Improvement The IM strategy is in development but it is not clear how it supports departmental business priorities and operations nor how it integrates with other corporate strategies, plans, and planning cycles. A plan to implement the strategy is in development but it lacks timelines or resource estimates. Minimal IM awareness activities are underway to help staff and executives understand their IM roles, responsibilities and accountabilities. 12.3 Privacy Act: Opportunity for Improvement Organization submitted an Annual Report to Parliament but did not address all of the mandatory reporting requirements. Significant collections of personal information under the control of the organization have not been appropriately identified or described in accordance with the Privacy Act. 12.4 Access to Information Act: Opportunity for Improvement A significant number of institution-specific Classes of Records do not meet Treasury Board Secretariat requirements. A significant number of the organization's functions, programs, activities and related information holdings have not been appropriately identified or described in its 2008 Chapter of Info Source: Sources of Federal Government Information. This information is a requirement of the Access to Information Act to facilitate public access to federal government information.	Integrate IM requirements into planning, approval, management, operational and evaluation activities. Develop additional mechanisms to ensure IM representation in corporate-wide governance. Complete IM strategy and ensure integration to more fully support the business strategy. Begin implementing planned initiatives and ensure timelines and resources are approved. Address all mandatory reporting requirements in Annual Reports to Parliament. Develop and register Personal Information Banks and/or Classes of Personal Information to ensure all personal information under the institution's control is described in accordance with the Privacy Act. Review institution-specific Classes of Records to ensure descriptions in Info Source are comprehensive, up-to-date, and comply with TBS requirements.
Recommendations
Complete work on IM Strategy and implementation plan and ensure initiatives are aligned to increase integration. Continue to improve descriptions of HRSDC programs, activities and all information holdings (including personal information).

Highlights

Opportunities

12.1 Governance: Opportunity for Improvement

IM requirements are somewhat integrated as a part of the approval, development, implementation, evaluation, and reporting of departmental policies, programs, services, or projects.
IM is somewhat represented in the corporate-wide governance or approval committee(s).
Participation is evident in GC-wide approaches and initiatives related to developing, implementing, sharing, and leveraging IM policies and practices.

12.2 Strategy: Opportunity for Improvement

The IM strategy is in development but it is not clear how it supports departmental business priorities and operations nor how it integrates with other corporate strategies, plans, and planning cycles.
A plan to implement the strategy is in development but it lacks timelines or resource estimates.
Minimal IM awareness activities are underway to help staff and executives understand their IM roles, responsibilities and accountabilities.

12.3 Privacy Act: Opportunity for Improvement

Organization submitted an Annual Report to Parliament but did not address all of the mandatory reporting requirements.
Significant collections of personal information under the control of the organization have not been appropriately identified or described in accordance with the Privacy Act.

12.4 Access to Information Act: Opportunity for Improvement

A significant number of institution-specific Classes of Records do not meet Treasury Board Secretariat requirements.
A significant number of the organization's functions, programs, activities and related information holdings have not been appropriately identified or described in its 2008 Chapter of Info Source: Sources of Federal Government Information. This information is a requirement of the Access to Information Act to facilitate public access to federal government information.

Integrate IM requirements into planning, approval, management, operational and evaluation activities.

Develop additional mechanisms to ensure IM representation in corporate-wide governance.

Complete IM strategy and ensure integration to more fully support the business strategy.

Begin implementing planned initiatives and ensure timelines and resources are approved.

Address all mandatory reporting requirements in Annual Reports to Parliament.

Develop and register Personal Information Banks and/or Classes of Personal Information to ensure all personal information under the institution's control is described in accordance with the Privacy Act.

Review institution-specific Classes of Records to ensure descriptions in Info Source are comprehensive, up-to-date, and comply with TBS requirements.

Recommendations

Complete work on IM Strategy and implementation plan and ensure initiatives are aligned to increase integration. Continue to improve descriptions of HRSDC programs, activities and all information holdings (including personal information).

13. Effectiveness of Information Technology Management

Strong

Highlights	Opportunities
13.1 Leadership: Strong The senior official has responsibility and accountability for the full scope of information technology responsibilities and ensures that information technology supports organizational outcomes. Organization actively participates and demonstrates leadership in setting government-wide directions for information technology. 13.2 Planning: Acceptable Acceptable information technology plan is in place that aligns with the government-wide directions for information technology and departmental business needs. Organization has aligned corporate and information technology governance structures and has an integrated planning process. 13.3 Value: Strong Organization analyzes and plans for the appropriate use of information technology shared services to an optimal extent. Organization demonstrates management commitment to service costing, asset management, performance measurement and reporting to ensure value delivery.	Continue to strengthen the integrated set of processes and practices for governance, planning and benefits realization in order to monitor and oversee the delivery of business value from IT investments. Commended for its progress and encouraged to share its qualitative and quantitative set of Key Performance Indicators and techniques to assess performance that provide metrics to guide better decision making, increase performance levels and enable continuous improvement.
Recommendations

Highlights

Opportunities

13.1 Leadership: Strong

The senior official has responsibility and accountability for the full scope of information technology responsibilities and ensures that information technology supports organizational outcomes.
Organization actively participates and demonstrates leadership in setting government-wide directions for information technology.

13.2 Planning: Acceptable

Acceptable information technology plan is in place that aligns with the government-wide directions for information technology and departmental business needs.
Organization has aligned corporate and information technology governance structures and has an integrated planning process.

13.3 Value: Strong

Organization analyzes and plans for the appropriate use of information technology shared services to an optimal extent.
Organization demonstrates management commitment to service costing, asset management, performance measurement and reporting to ensure value delivery.

Continue to strengthen the integrated set of processes and practices for governance, planning and benefits realization in order to monitor and oversee the delivery of business value from IT investments.
Commended for its progress and encouraged to share its qualitative and quantitative set of Key Performance Indicators and techniques to assess performance that provide metrics to guide better decision making, increase performance levels and enable continuous improvement.

Recommendations

14. Effectiveness of Asset Management

Acceptable

Highlights	Opportunities
14.1 Investment Planning: Acceptable The organization’s investment planning process considers investments over multiple years. The organization has a planning document that ranks priority investments. The investment planning process integrates investments decisions across all asset classes. 14.3 Materiel Management: Acceptable All elements of a materiel management framework are evident. Governance structures, approval processes and authority limits are documented and disseminated. Some indicators of materiel performance are monitored. Experience and best practices are shared internally and government-wide.	HRSDC should continue with the replacement of its financial system.
Recommendations

Highlights

Opportunities

14.1 Investment Planning: Acceptable

The organization’s investment planning process considers investments over multiple years.
The organization has a planning document that ranks priority investments.
The investment planning process integrates investments decisions across all asset classes.

14.3 Materiel Management: Acceptable

All elements of a materiel management framework are evident.
Governance structures, approval processes and authority limits are documented and disseminated.
Some indicators of materiel performance are monitored.
Experience and best practices are shared internally and government-wide.

HRSDC should continue with the replacement of its financial system.

Recommendations

15. Effective Project Management

Acceptable

Highlights	Opportunities
15.1 Governance and Oversight: Acceptable Business cases support some project proposals, but are not required for all projects. There is evidence of formal project governance and oversight mechanisms and that approved projects are generally linked with the strategic plans and priorities of the organization through established organization-wide procedures. Approval and corrective action decisions are documented. There is no evidence that the organization has exceeded Treasury Board project approval limits, or failed to notify TB/TBS when it did. 15.2 Effective Management of Project Resources: Acceptable Little or no project management related training is available to employees. The funding models used for projects support the achievement of expected project outcomes and cost estimates are generated at the work package level and consider historical data and/or industry benchmarks. There is evidence of some processes and procedures which support resource management. However, these are largely informal and do not extend across the organization. There is no evidence of project managers creating staffing plans and authorization for necessary resources is not secured before project execution. There is no evidence that the organization has failed to meet TB conditions regarding projects. 15.3 Effective Management of Project Results: Opportunity for Improvement There is evidence of organization-wide procedures and processes which communicate project monitoring and performance information to project managers and project oversight mechanisms. There is evidence that the organization monitors project performance and uses this information to support corrective action. While lessons learned are used to improve project management governance and oversight in some instances, there is no formal or organization-wide mechanism which supports continuous improvement.	The department should continue its emphasis on an institutional approach to project management, supported by the results of internal audits and evaluations of the department’s project management processes/practices.
Recommendations
The department is encouraged to assess the new governance structures and processes related to the management of projects as it moves through this transition.

Highlights

Opportunities

15.1 Governance and Oversight: Acceptable

Business cases support some project proposals, but are not required for all projects.
There is evidence of formal project governance and oversight mechanisms and that approved projects are generally linked with the strategic plans and priorities of the organization through established organization-wide procedures. Approval and corrective action decisions are documented.
There is no evidence that the organization has exceeded Treasury Board project approval limits, or failed to notify TB/TBS when it did.

15.2 Effective Management of Project Resources: Acceptable

Little or no project management related training is available to employees.
The funding models used for projects support the achievement of expected project outcomes and cost estimates are generated at the work package level and consider historical data and/or industry benchmarks.
There is evidence of some processes and procedures which support resource management. However, these are largely informal and do not extend across the organization.
There is no evidence of project managers creating staffing plans and authorization for necessary resources is not secured before project execution.
There is no evidence that the organization has failed to meet TB conditions regarding projects.

15.3 Effective Management of Project Results: Opportunity for Improvement

There is evidence of organization-wide procedures and processes which communicate project monitoring and performance information to project managers and project oversight mechanisms.
There is evidence that the organization monitors project performance and uses this information to support corrective action.
While lessons learned are used to improve project management governance and oversight in some instances, there is no formal or organization-wide mechanism which supports continuous improvement.

The department should continue its emphasis on an institutional approach to project management, supported by the results of internal audits and evaluations of the department’s project management processes/practices.

Recommendations

The department is encouraged to assess the new governance structures and processes related to the management of projects as it moves through this transition.

16. Effective Procurement

Acceptable

Highlights	Opportunities
16.1 Governance and Oversight: Acceptable Clear links have been established between procurement activities and the organization-wide program plans, priorities and long-term investments. 16.2 Meeting Operational Requirements: Acceptable Consistent procurement training is evident. Efficient and integrated procurement information systems and processes are in place. Informed decision making and oversight exist. Qualified procurement human resources exist. Results and reviews are used to continuously adjust current procurement management activities and future procurement plans. Some staff enrolled in the Professional Development and Certification program.
Recommendations

Highlights

Opportunities

16.1 Governance and Oversight: Acceptable

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

16.2 Meeting Operational Requirements: Acceptable

Consistent procurement training is evident.
Efficient and integrated procurement information systems and processes are in place.
Informed decision making and oversight exist.
Qualified procurement human resources exist.
Results and reviews are used to continuously adjust current procurement management activities and future procurement plans.
Some staff enrolled in the Professional Development and Certification program.

Recommendations

17. Effectiveness of Financial Management and Control

Acceptable

Highlights

Opportunities

17.1 Authorities and Policies: Strong

Audit report results show evidence of good financial management practices.
Departmental procedures, tools, training and support for those individuals delegated with Section 34 authority show evidence of solid financial management practices.
Departmental processes for classification of moneys, internal controls for receiving and recording money and depositing money show evidence of solid financial management practices.
Departmental processes for informing those delegated with Section 33 authority of their responsibilities and dealing with requests for payments that are problematic show evidence of solid financial management practices.
Departmental processes to provide individuals delegated Section 33 authority with the information necessary to assess and approve transactions and to assess the adequacy of Section 34 account verification show evidence of deficiencies that are of some concern.
The reporting of external user fee information meets or nearly meets the requirements of the reporting guidelines.

17.2 Public Accounts Reporting: Strong

Few Central Financial Management Reporting System (CFMRS) coding errors.
Ninety to 96% (Grade A) of Public Accounts reporting plates submitted on time.
No errors found during the course of the OAG Public Accounts audit.

17.3 Management Capacity: Acceptable

A reasonable amount of training is provided for the financial management organization.
All, or almost all, FIs and management team members in the financial management organization have current, approved learning plans.
Positions, the duties of which are being performed by an individual indeterminately appointed to that position, comprise a reasonable proportion of the positions on the management team of the financial management organization.
Positions, the duties of which are being performed by an individual indeterminately appointed to that position, comprise a very low proportion of the FI segment of the financial management organization.
Some processes in support of a sound succession plan for key positions are in place.
There is a position (or positions) established in the financial management organization that is dedicated to community management and development.
There is no meaningful functional relationship between the CFO/SFO and FI positions that exist outside the financial management organization. *This row is only applicable where the department or agency indicates there are FI positions outside the financial management organization.

17.4 Financial Statements: Strong

All concerns identified in the audit readiness assessment are addressed in a detailed action plan.
Several known financial internal control weaknesses remain unremedied.
The Financial Statements are compliant with Treasury Board Accounting Standard 1.2 – Departmental and Agency Financial Statements and reporting deadlines were met.

17.5 Internal Reporting: Acceptable

The internal financial reporting package is accompanied by a comprehensive discussion and analysis.
The internal financial reporting package is presented to senior management less than one month after period end.
The internal financial reporting package is presented to senior management six to seven times per year.
The process for reviewing information before it is presented to senior management to ensure no material errors or omissions is well established.
The scope of the internal financial reporting package is comprehensive.

17.6 Other Initiatives: Acceptable

Evidence of some initial measures taken towards implementing the Guide to Costing.

While the department maintained an overall rating of Acceptable, the quality, timeliness and accuracy of the trial balance and Public Accounts plates submitted for purposes of government-wide reporting improved.

Recommendations

18. Effectiveness of Internal Audit Function

Acceptable

Highlights

Opportunities

18.1 Internal Audit governance: Strong

There is an approved Internal Audit Charter in line with the 2006 Policy on Internal Audit.
The Implementation Plan covers all of the required policy elements.
Ongoing monitoring of, and progress in implementing, key elements of the plan are on track with planned timelines.
Chief Audit Executive reports solely and exclusively to the Deputy Head.
An independent Departmental Audit Committee is in place.
There is an approved Departmental Audit Committee Charter in line with the 2006 Policy on Internal Audit.
There is a draft annual Departmental Audit Committee Plan for fiscal year 2008-2009.
The Departmental Audit Committee will have met at least four times within twelve months of its inception.
There is a written statement indicating that a Departmental Audit Committee Annual Report will be produced for fiscal year 2008-2009 and future years.

18.2 Internal Audit Professional Practices: Acceptable

The Risk-Based Audit Plan was approved by the Deputy Head and sent to the Office of the Comptroller General in a timely manner.
Annual Risk-Based Audit Plan methodology is, for the most part, evident and applied.
There is evidence of preparation to provide for holistic assurance.
There is limited identification of post-engagement follow-up activities.
There is partial information on the planned use of all audit function resources.
Majority of planned work is on audit assurance versus other types of activities.
Continuity of previous years work is clearly identified with status and rationale.
Approved assurance products are consistent with policy and internal audit standards requirements.
Moderate completion rate of assurance products (number of assurance audit reports) against 2007-2008 Risk-Based Audit Plan.
Internal Quality Assurance and Improvement Program is well documented and in place.
Approved assurance products are not made accessible to the public in a timely manner.
The department or agency provides limited notification to the Treasury Board Secretariat on the posting of reports.

18.3 Administration of the Internal Audit Function: Strong

Some elements of a comprehensive Human Resources Plan have been documented, and evidence of recruitment and external resourcing activity exists.
Planned spending, * was given to the Office of the Comptroller General. When comparing current spending of 2008-2009 with planned financial resources of 2007-2008, resource levels identified exceeds the resource level identified in 2007.
Planned FTEs dedicated to internal audit have been maintained comparatively to 2007-2008. They meet the resource level identified in the planned internal audit function’s budget for 2008-2009.

18.4 Internal Audit Performance: Acceptable

A Chief Audit Executive Annual Report for 2007-2008 was presented to the Departmental Audit Committee and the Deputy Head and submitted to the Office of the Comptroller General.
Regular periodic reporting on the follow-up of Management Action Plans is evident.

Chief Audit Executive reports solely and exclusively to the Deputy Head. Departmental Audit Committee is in place with three external members. HRSDC demonstrates excellent administration of the IA function with respect to financial and human resources.

As noted in MAF Round V, the audit universe should be risk ranked by individual audit entity and the department should focus on the completion of planned engagements.

Additionally, the CAE and DH should meet bilaterally at least quarterly. Specific follow-up engagements should be identified when possible and should have an explicit statement of constraints or adequacy of overall resources to cover all high risks identified in the RBAP.

Recommendations

19. Effective Management of Security and Business Continuity

Opportunity for Improvement

Highlights

Opportunities

19.1 Departmental Security Program: Acceptable

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.
Some deficiencies in meeting key policy requirements for the departmental security program.

19.2 Management of IT Security (MITS): Opportunity for Improvement

Organization has achieved the three priority objectives that form the foundation for Management of Information Technology Security (MITS), but does not fully comply with MITS requirements.
Several deficiencies in meeting key MITS requirements.

19.3 Business Continuity Planning (BCP): Opportunity for Improvement

Organization has partially developed measures to provide for the continuity of critical business operations and services.
Several deficiencies in meeting key BCP program requirements.
Business Continuity Planning (BCP) program governance has been established.
Business Impact Analysis (BIA) has been partially completed to identify and prioritize the organization's critical services and assets.
Establishment of business continuity plans and arrangements is in progress.
Maintenance cycle has been partially put in place to review, test and audit business continuity plans.

Develop work plan to support continuous improvement of the departmental security program and address the deficiencies identified in the MAF Round VI assessment. Particular attention is warranted to the areas of program governance, sharing agreements, security training and incident management.
Maintain ongoing efforts to achieve and sustain MITS compliance, including addressing deficiencies related to ITS Policy, risk management and integration of security in the system development lifecycle.
Continue activities currently underway related to business continuity planning, including review of existing Business Impact Analysis, development and maintenance of business continuity plans, and establishment of program readiness capacity (including conduct of exercises).

Recommendations

Deficiencies related to MITS and the BCP Program should be addressed on a priority basis.

20. Citizen-focused Service

Acceptable

Highlights

Opportunities

20.1 Management Engagement – Service and CLF: Acceptable

There are expectations set by senior management for an institutional focus on meeting the needs of clients, specifically with respect to service standards and client satisfaction measurement.
There are generally documented and communicated priorities and goals for service at the institutional level; these priorities and goals are generally set by senior management based on the use of performance evidence.
There is a committee at the institutional level, composed of senior management accountable for service, which has a documented and communicated responsibility for making decisions about the overall management of service.
There is limited monitoring of progress by senior management towards the achievement of the goals for service, making course correction difficult.
There is monitoring by senior management to ensure that the requirements of CLF 2.0 are being met institution-wide; this information is generally used to make timely and proactive decisions and course correction.

20.2 Public/client views: Strong

Evidence of incorporating feedback in the implementation of its services, programs, policies or initiatives.
Many tools are used to obtain views from some clients.
Strong evidence of making consultation results available to the public.
There are plans to obtain views from clients.
There is a clearly identified target clientele for public consultations.

20.3 Official Languages: Acceptable

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.
In general, the institution has adequate resources to serve the public in both OL.
Small number of complaints deemed founded by the Commissioner of Official Languages.

TBS encourages HRSDC to:

Develop a comprehensive inventory of services and clients for the entire portfolio as a foundation for subsequent improvement efforts.
Extend regular client satisfaction measurement using the Common Measurements Tool to the HRSDC portfolio.
Extend the development of service standards to the HRSDC portfolio. The measurement of performance against these service standards should be also be extended to the portfolio.
Benchmark client satisfaction measurement against similar services delivered by other jurisdictions.
Make information on its major consultations available on the Canada site.

Recommendations

21. Alignment of Accountability Instruments

Strong

Highlights	Opportunities
	All departments and agencies should place a heightened focus on clear accountabilities, face to face, mid-year review and performance improvement plans.
Recommendations