SECTION IV—OTHER ITEMS OF INTEREST

Program Activity 8:  INTERNAL SERVICES

Description

Internal Services are an integral part of the Program Activity Architecture (PAA) and is set out in a separate Program Activity that is not aligned to a Strategic Outcome. The Treasury Board of Canada Secretariat has defined 13 standard categories of Internal Services to be applied in the development of departmental PAAs. They include:

• Legal Services.
• Information Technology Services.
• Information Management Services.
• Financial Management Services.
• Human Resources Management Services.
• Public Affairs/Communication Services.
• Evaluation Services.
• Internal Audit Services.
• Management, Oversight and Transformation Services.
• Public Policy Services.
• Supply Chain Management Services.
• Facilities, Asset Management Services.
• Other Support Delivery Services.

Link to 2008-09 Priority

Program Activity 8 is linked to the following priority:

• Priority 5 – Strengthening Management Practices
  

  Key Initiatives Related to Internal Services and to Priority 5: Strengthening Management Practices

  KEY INITIATIVE 16: Implementing Canadian Heritage Action Plan supporting Blue Ribbon Panel Conclusions

  KEY INITIATIVE 17: Public Service Renewal

  KEY INITIATIVE 18: Canadian Heritage Management Accountability Framework Action Plan

  
  

Over the years, the Department of Canadian Heritage has remained committed to the continuous improvement of its management practices. Ongoing investments in the Department’s corporate infrastructure – according to modern management principles – have already enabled the Department to adapt to the major changes required by Treasury Board’s policy renewal initiative, such as the introduction of new internal audit and evaluation policies, the implementation of the Management, Resources and Results Structure (MRRS) policy, etc. Canadian Heritage’s commitment to management excellence also manifests itself by strategically supporting each element of the Management Accountability Framework (MAF) with concrete initiatives identified in its annual MAF Action Plan. Canadian Heritage has identified three key initiatives for 2008-09 designed to strengthen management practices in specific areas:

• Implementing recommendations stemming from the Report from the Independent Blue Ribbon Panel on Grant and Contribution programs – Approximately 80% of Canadian Heritage program resources are allocated in the form of a grant or a contribution to third party recipients.
  
• Supporting the Public Service Renewal Initiative – In his last annual report to the Prime Minister, the Clerk of the Privy Council himself identified this human resource initiative as a priority for Government.
  
• Supporting selected MAF elements – The MAF Round IV assessment identified four areas (results-based management, audit renewal, shared services and IM/IT and integrated risk management) with “opportunities for improvements.” This is where Canadian Heritage is focussing its energy.

Description

In June 2006, the President of the Treasury Board commissioned an independent Blue Ribbon Panel, “to recommend measures to make the delivery of grant and contribution programs more efficient while ensuring greater accountability.” In December 2006, the Blue Ribbon Panel submitted its final report entitled From Red Tape to Clear Results , and delivered 32 recommendations to help reform Grants and Contributions (Gs & Cs) practices throughout the federal public service. (For more information, see: http://www.tbs-sct.gc.ca/media/nr-cp/2007/0214_e.asp)

The Department of Canadian Heritage has a lead role to play in the federal response to Blue Ribbon Panel recommendations. As one of seven “vanguard” departments (those with significant Gs and Cs expertise and experience), the Department is undertaking a number of initiatives to bring about change, within the Department and at the federal level. (For more information, see: http://www.pch.gc.ca/pc-ch/mindep/sc-gc_e.cfm)

As a first step in the development of the Government of Canada’s action plan to reform the administration of Gs and Cs, Treasury Board Secretariat worked with selected departments to examine business processes to identify opportunities for improved service and efficiencies.

The Canadian Heritage Blue Ribbon Panel Action Plan is in some ways “a snapshot in time” of efforts begun by the Department in 2003 to improve Gs and Cs contributions management. From the beginning, the theme was one of reasonable diligence: Attaining a better equilibrium between stewardship and service on the basis of risk. The recommendations of the Blue Ribbon Panel served to focus these efforts towards reducing controls, where risk allows, so as to reduce burden on clients and improve accountability in the use of public funds.

Planned Results and Performance Indicators 

Planned Results

• The Department of Canadian Heritage's Blue Ribbon Panel Action Plan costed, monitored and reported to Executive Committee through 2010-11.
  
• Policy on Transfer Payments effectively rolled out within a year of issuance.
  
• Successful completion, as resources allow, of Blue Ribbon Panel initiatives.
  
• Participation, as resources allow, in Pathfinder projects sponsored by Treasury Board Secretariat's Centre of Expertise on Grants & Contributions.

Performance Indicators

• The Department of Canadian Heritage adheres to its Blue Ribbon Panel Action Plan implementation timetable.
  
• Management Accountability Framework results positive in areas targeted by Blue Ribbon Panel, e.g. Stewardship, Service, etc.
  
• Blue Ribbon Panel-related elements added to Performance Measurement Framework, including:
  • - service standards;
  • - processing time; and
  • - client satisfaction.

Milestones and Timeframe

2008-09

• Impact analysis of revised Policy on Transfer Payments.
  
• Roll out new Policy on Transfer Payments risk-based approach, increased horizontality and increased ministerial authority (policy clarifications, adjust process and tools including tools for recipients, initiate and revise learning for financial and program staff).
  
• Monitor the Department's Blue Ribbon Panel Action Plan.
  
• Coordinate the Department's participation in government-wide Pathfinder Projects, where synergy exists and resources allow.
  
• Actively participate in corporate horizontal initiatives (e.g.: Corporate Review Branch (CRB) Risk Tool, Program Controls, e-services-lead Business Process Mapping and Program Inventory, etc.).

2009-10

• Continue to adapt systems and business processes as required for Policy on Transfer Payments and provide support with tools and learning for programs.
  
• Continue to monitor the Department's Blue Ribbon Panel Action Plan Continue to coordinate the Department's role in government wide Pathfinder projects, if synergy exists and resources allow.

2010-11

• Continue to adapt systems and business processes as required for Policy on Transfer Payments and provide support with tools and learning for programs.
  
• Continue to monitor the Department's Blue Ribbon Panel Action Plan.
  
• Continue to coordinate the Department's role in government-wide Pathfinder projects.

Description

The recommendations of the Advisory Committee on Public Service Renewal concluded that the Public Service needs to change to renew itself. In light of these recommendations, the Clerk of the Privy Council stated in his 14^th Annual Report to the Prime Minister on the Public Service of Canada dated March 31, 2007:

Renewal is not only about bringing in and developing new people; it is equally a matter of valuing and developing the talent already in the ranks.

The Clerk thus identified for all government departments an action plan that outlines key results at the corporate level, as well as within individual organizations, to move his four priorities forward.

1. Planning:  Improve human resources planning as part of integrated business planning. 
2. Recruitment:  Ensure that the Public Service can hire its share of the most qualified graduates in all fields, reflecting Canada's diversity and develop an approach to branding the Public Service of Canada that combines an overall identity with department-specific features.
3. Employee Development:  Continuous learning for all employees is critical to organizational effectiveness and to individual capacity.
4. Enabling infrastructure:  Build organizational capacity, including the capacity of the community of human resources professionals. 

As with all Government of Canada departments, the Department of Canadian Heritage is held to continue in 2008-09 to deliver on the priority action items the Clerk of the Pricy Council's Office issued in 2007.  The Department will continue to ensure that departmental targets and commitments in all areas are met.

Planned Results and Performance Indicators

Planning

Planned Result

• Distribute the integrated Human Resources plan to all employees and post it on the website.

Performance Indicator

• On line access to the corporate Human Resources plan access by all employees of the Department of Canadian Heritage.

Recruitment

Planned Results

• Recruitment strategy including the use of Assistant Deputy Ministers and recent recruits as ambassadors to targeted universities, capitalizing on existing networks and Canadian Heritage branding.
  
• Recruit post-secondary graduates through specialized programs or external recruitment.
  
• Implement the external multi-year Recruitment Strategy.

Performance Indicators

• Partnerships made with targeted universities.
  
• Commitments obtained and met for post-secondary recruitment.
  
• Increased use of bridging opportunities of COOP, a work-study program, and the Federal Student Work Experience Program (FSWEP).

Employee Development

Planned Result

• A continuous learning organization with an engaged workforce.

Performance Indicators

• Performance and learning plans for all employees as well as written objectives and regular performance discussions.
  
• All employees take required training prior to exercising delegated financial and human resources authorities.
  
• Learning and employee engagement needs are integrated into Human Resources planning process.

Enabling Infrastructure

Planned Result

• Bank of generic job descriptions.

Performance Indicator

• Generic job descriptions are available to all managers.

Timeframe and Milestones

2008-09

• Continue to deliver action items in areas of planning, recruitment and employee development.

2009-10

• Complete delivery of action items and monitor progress.

2010-11

• Monitor results achieved for progress and correction as required.

Description

While Canadian Heritage is committed to continuous improvement in all areas of management, it has been focussing its efforts in four areas as a result of the 2006 Management Accountability Framework (MAF) assessment: 

1. Results-Based Management:  Implementation of the renewed Program Activity Architecture (PAA) and Performance Measurement Framework (PMF); Integrated Business Planning.
2. Integrated Risk Management:  Initiatives related to risk assessment and management in operations and/or corporate decision-making.
3. Implementing the new Treasury Board Policy on Internal Audit and contributing to strengthening accountability in the Department.
4. Shared Services and Information Management (IM)/Information Technology (IT):  Initiatives related to information management and technologies in operations and/or corporate decision-making.

Results of the 2007 assessment (underway at the time of writing this Report) will be taken into account in updating the department’s MAF Action Plan. For more information on the Management Accountability Framework, see: http://www.tbs-sct.gc.ca/maf-crg/index_e.asp

Description

This key initiative comprises two inter-related components:

1. Implementation of the renewed Program Activity Architecture (PAA) and Performance Management Framework (PMF) within a result-based culture change process.
2. Integrated Business Planning.

These elements respectively provide the logical framework for financial and non-financial performance measurement as well as the tools and mechanisms to incorporate performance information into the decision-making process.

Component 1:  Implementation of the renewed Program Activity Architecture (PAA) and Performance Measurement Framework (PMF)

Description

Results-based management is a life-cycle approach to management that integrates strategy, people, resources, processes and measurements to improve decision-making, transparency, and accountability. The approach focuses on achieving outcomes, implementing performance measurement, learning and changing, and reporting performance.

The Program Activity Architecture (PAA) and Performance Measurement Framework (PMF) are foundation pieces for results-based management. Over the past year, the department undertook renewal of its PAA and PMF to address shortcomings identified by the Treasury Board Secretariat via the Management Accountability Framework assessment, and by departmental managers and staff who have been working with the PAA and PMF since its inception. Approval is expected in the spring of 2008, paving the way for implementation in the next planning period.

Planned Results and Performance Indicators

Planned Results

• Completion, approval and implementation of the revised PAA and PMF (short to medium-term).
  
• Improved decision-making, accessibility of information about clearly identified expected results for the department, and clear accountability (long-term).

Performance Indicators

• Comments made by TBS in the department's Management Accountability Framework assessment.
  
• The extent to which the PAA and PMF are utilized for departmental planning, reporting and decision-making purposes.

Milestones and Timeframe

2008-09

• Completion and approval of revised PAA and PMF.
  
• Development and roll out of initial phases of implementation strategy.

2009-10

• Implementation and integration of revised PAA and PMF into various departmental planning, reporting and management processes and systems.

2010-11

• Continued implementation and integration of revised PAA and PMF into various departmental planning, reporting and management processes and systems.
  
• Monitoring and update of processes and systems.

Component 2:  Integrated Business Planning

Description

In The Fourteenth Annual Report to the Prime Minister on the Public Service of Canada, the Clerk of the Privy Council identified Integrated Business Planning as one of his priorities.

Canadian Heritage will continue the implementation of a comprehensive planning and reporting process designed to support both operational management and corporate decision-making requirements.

Integrated Business Planning simultaneously provides:

• - a roadmap for operations and performance management.
  
• - enhanced alignment of programs to Department and Government priorities.
  
• - single-window input to major corporate reports.
  
• - support for the implementation of corporate management priorities.
  
• - integration of performance and risk information in corporate decision-making.
  
• - enhanced horizontality and expanded coverage of accountabilities.

Planned Results and Performance Indicators

• Effective planning and reporting tools allowing for the efficient management of results and resources throughout the organization.
  
• Efficient governance of the Department's mandate, programs and services in accordance with Public Service values.
  
• Informed and transparent policy development, decision-making and risk-management ensuring accountability to Parliamentarians and Canadians.

Performance Indicators

• Relevant indicators from the Management Accountability Framework.

Milestones and Timeframe

2008-09

• Establish linkages and synchronize to other corporate management processes such as executives' and employees' performance agreements, mid-year reviews, corporate priority-setting, etc.

2009-10

• Implementation of the Integrated Business Planning Process using the new departmental PAA and PMF.

2010-11

• Development of electronic applications for business planning processes where feasible.
  
• Creation of corporate management dashboards.

Component 1:  Providing expert advice and guidance on Risk-Based Accountability Framework

Description

The Department provides expert advice and guidance on the development of risk-based audit frameworks (RBAFs) to assist managers to meet the risk-related requirements of the Policy on Transfer Payments. The aim is to strengthen internal processes to improve response time to clients and to implement procedures to proactively monitor the departmental Treasury Board Submission Report to ensure timely involvement in the review process.

Planned Results and Performance Indicators

Planned Result

• The response time in providing expert advice and guidance to managers on the development of their RBAF is improved.

Performance Indicator

• Advice and guidance is taken into consideration by managers when developing their RBAF.

Planned Result:

• The Department's Treasury Board Submissions, including RBAFs, presented to the Treasury Board are of higher quality.

Performance Indicators

• The overall assessment of the quality of the department's Treasury Board submissions/RBAFs included in the Management Accountability Framework assessment under Quality of Analysis of TB Submissions Stewardship is positive.
  
• The results of Treasury Board Secretariat's review of submissions are used by the department to improve departmental practices.

Milestones and Timeframe 

2008-09

• 90% of Treasury Board Submissions/RBAFs prepared by the Department reflect expert advice and guidance provided.

2009-10

• 100% of Treasury Board Submissions/RBAFs prepared by the Department reflect expert advice and guidance provided.

2010-11

• 100% of Treasury Board Submissions/RBAFs prepared by the Department reflect expert advice and guidance provided.

Component 2:  Strengthen integrated risk management practices and capacity building

Description

This component supports the Department in having a Corporate Risk Profile that is considered one of the best amongst federal organizations. A fully mature grants and contributions risk assessment tool and process will successfully identify higher risk projects and program managers will act appropriately to mitigate risks. Risks will be identified and mitigated and will be fully integrated into departmental business planning process.

Planned Results and Performance Indicators

• Risk management practices are in place and meet quality target as indicated by Treasury Board Secretariat opinion.
  
• An audit opinion that states that the Department manages transfer payments with appropriate regard for risk.
  
• The Department's business planning includes sound risk assessment and feeds into revision of Corporate Risk Profile, as indicated by positive review in CAE's annual holistic opinion.

Milestones and Timeframe

2008-09

More than 70% of the three initiatives as mentioned above are in place.

2009-10

Three initiatives 100% in place.

2010-11

Continue the implementation of the three initiatives.

Component 3:  Develop and maintain appropriate service standards to meet the need of our clients

Description

This component's goal is to offer risk advisory services that meet the needs and expectations of the Department's staff and managers.

Planned Result and Performance Indicator

• Offer quality risk assessment facilitation and other advice on an as needed basis as indicated through a client survey sent to each requester to gauge key aspects such as timeliness, quality, appropriateness, and knowledge.

Milestones and Timeframe

2008-09

• risk facilitation capacity in place.
  
• a 70% satisfactory rating obtained in a client survey.

2009-10

• a 80% satisfactory rating obtained in a client survey.

2010-11

• a 90% satisfaction rating obtained in a client survey.

Component 1:  Implementing the new Internal Audit Policy

Description

The new Policy on Internal Audit took effect on April 1, 2006. Departments have until April 1, 2009 to finalize this implementation. The policy aims at strengthening public sector accountability risk management, resource stewardship and governance by reorganizing and bolstering internal audit on a government-wide basis. The policy is designed to ensure that the internal audit and the audit committee provide the Deputy Minister with added assurance, independent from line managers, on risk management, control and governance processes. This added assurance will also be used to support the Comptroller General report to Treasury Board on the state of risk management, control and governance processes across the Government. To ensure the real and perceived independence of the internal audit function, departments are required to create independent Departmental Audit Committee (DAC), which includes a majority of members drawn from outside the federal public service, and to provide organizational independence to the Chief Audit Executive who leads the internal audit function. Deputy Ministers, on the other hand, remain fully responsible for the adequacy of internal audit coverage in their department. The Department anticipates that it will be able to successfully implement the new Policy on Internal Audit by April 1, 2009 as identified in the policy.

Planned Results and Performance Indicators

Planned Result

• The internal audit function is appropriately resourced and operates in accordance with the policy and professional internal audit standards so that it can provide the Deputy Minister with an independent and objective assurance on the adequacy and effectiveness of the department's risk management, control and governance process.

Performance Indicators

• The audit function develops and implements a rolling risk-based five-year internal audit plan.
  
• The overall assessment of the quality of the department's internal audit function activities included in the Management Accountability Framework assessment for the department.
  
• The overall assessment of the quality of the department's internal audit function activities by the Departmental Audit Committee (DAC).

Planned Result

• The independent DAC, through information provided by the Chief Audit Executive, provides the Deputy Minister and the Comptroller General with advice, independent from line managers, on risk management control and governance processes.

Performance Indicators

• The independent DAC meets regularly.
  
• The independent DAC provides its first annual report to the Deputy Minister in April/May 2009.
  
• The independent DAC provides annual reports thereafter.
  
• The performance of the internal audit function is fully satisfactory.
  
• At least every four years, the performance of the DAC will be subject to an external assessment led by the Office of the Comptroller General as a key aspect of the Office's practice inspection of the Department's internal audit function.

Milestones and Timeframe

2008-09

• Independent DAC holds meetings.
  
• Chief Audit Executive provides first holistic opinion.

2009-10

• Full implementation of the new Internal Audit Policy by April 1, 2009.

Component 2:  Developing and Implementing Internal Audit Plans

Description

The TBS Directive on Chief Audit Executives, Internal Audit Plans, and Support to the Comptroller General requires departments to develop and implement an internal audit plan.  On July 13, 2007, the Deputy Minister and the Audit and Evaluation Committee approved the department's rolling risk-based five-year internal audit plan. This plan will be reviewed annually.  The department also developed a detailed budget for the implementation of this workplan, which identifies resources committed to meeting workplan deliverables.

Planned Results and Performance Indicators

Planned Result

• An internal audit plan that contributes to the provision of assurance on risk management, internal controls and governance processes in the department.

Performance Indicators

• A rolling risk-based five-year internal audit plan is approved by the Deputy Minister and the DAC.
  
• The internal audit plan is focused primarily on the provision of assurance services and that includes internal audits mandated by the Comptroller General.
  
• The internal audit plan provides support for an annual opinion from the Chief Audit Executive on risks management, internal controls, and governance processes.
  
• Audit reports are completed and approved by the DAC on a timely basis.

Milestones and Timeframe

• This initiative is ongoing annually.

Component 3:  Implementing and developing capacity for the new (a) audit and (b) evaluation governance structures

Description

This component will plan and strategize the recruitment of external committee members and transition to the new audit and evaluation committee structure.

Planned Results and Performance Indicators

Planned Result

• A coordinated and integrated governance structure that provides the department with a strategic vision and enables it to achieve is strategic outcomes.

Performance Indicators

• Audits and evaluations are taken into consideration in policy and planning discussions at a senior level.
  
• Departmental programs, policies and initiatives are improved as a result of discussions in these Committees.
  
• The DAC will annually self-assess its performance.

Milestones and Timeframe

2008-09

• Integration and on-going orientation of Departmental Audit Committee members including training provided by the Canada School of Public Service.
  
• Sufficient on-going allocation of resources (human and financial) including recruitment mechanisms and strategies as well as appropriate required training, if applicable. 
  
• Finalize the development, presentation and approval of Terms of Reference for the Departmental Audit Committee and the Strategic Policy & Planning (and Evaluation) Committee.
  
• Potential development of tools and guidelines for departmental participation at the Departmental Audit Committee and the Strategic Policy & Planning (and Evaluation) Committee.
  
• Development and implementation of new committee Secretariat global support protocol including tri-partite collaboration.

2009-10

• Activities on-going annually.

2010-11

• Activities on-going annually.

Component 4:  Implementing the recipient compliance audit strategy

Description

The Department is redesigning and strengthening the recipient compliance audit function to reflect and support government and departmental accountability and risk management initiatives.  Recipient compliance audits provide programs with independent assurance on recipients' compliance with funding agreements and with independent information on risk management and control regarding specific, higher-risk recipients.  The Department is introducing front-end risk assessments, centralizing recipient audit resources into one unit to conduct all recipient audits on behalf of management that will strengthen the overall recipient audit function, and developing strengthened departmental procedures for effective follow-up of audit results by programs.

Planned Results and Performance Indicators

Planned Result

• A recipient compliance audit function that supports the Government's and the department's accountability and risk management initiatives.

Performance Indicators

• Front-end risk assessments are conducted and reassessed during the project's life-cycle.
  
• Rolling sectoral recipient audit plans are aligned with program cycles.
  
• The recipient compliance audit function manages the audit activities.
  
• Sectoral and horizontal analyses of issues and trends are conducted.
  
• The Chief Audit Executive informs the Operations and Management Committee on trends and issues, action plan implementation, control framework and other significant issues arising from findings of the recipient audits.
  
• Management responses and action plans are developed implemented and followed-up in a timely fashion.

Milestones and Timeframe 

2008-09

• Transition process is completed.
  
• New process and protocols are fully documented and implemented.

2009-10

• Activities on-going annually.

2010-11

• Activities on-going annually.

Component 5:  Develop and maintain appropriate internal audit service standards to meet the needs of our clients

Description

The Department is putting in place an independent internal audit function that is in accordance with Treasury Board Secretariat standards and the International Standards for the Professional Practice of Internal Auditing. An independent internal audit function will add value to the organization.

Planned Result and Performance Indicators

Planned Result

• High quality internal audit services that meet the needs of departmental managers and contribute to the provision of added assurance on risk management, internal controls and governance processes in the Department.

Performance Indicators

• The Chief Audit Executive develops and maintains a quality assurance and improvement program that covers all aspects of the internal audit function and continuously monitors its effectiveness.
  
• Results of practice inspections carried out by the Office of the Comptroller General in accordance with the requirements of the new Internal Audit Policy.
  
• The performance of the internal audit function is evaluated annually by the DAC.

Milestones and Timeframe 

2008-09

• 30% of auditors receive or are in the process of obtaining the Certified Internal Auditor certification.
  
• The Chief Audit Executive presents an annual report of the DAC on the performance of the internal audit function and on conformance with professional auditing standards.
  
• The internal audit function established quality assurance standards.

2009-10

• Full implementation of the International Standards for the Professional Practice of Internal Auditing Internal Audit by April 1, 2009.
  
• 45% of auditors are Certified Internal Auditors or are in the process of obtaining this certification.
  
• The Chief Audit Executive presents an annual report to the DAC on the performance of the internal audit function and on conformance with professional auditing standards.
  
• The internal audit function establishes an independent quality assurance function.

2010-11

• The majority of auditors are Certified Internal Auditors.
  
• The Chief Audit Executive presents an annual report to the DAC on the performance of the internal audit function and on conformance with professional auditing standards.
  
• The internal audit function establishes an independent quality assurance function.

Description

As part of Canadian Heritage's focus on integrating information technology and information management into the organization's business strategy, a series of key activities have been planned. These activities will enable the organization to be supported by a solid IM/IT structure that is linked to government wide objectives.

Planned Result

• The overall focus of our multiyear plan is to integrate IM/IT into the organization's governance structure as well as the business planning process in order to ensure that value from IM/IT investments are realized.

Performance Indicators

• Both qualitative and quantitative performance indicators will be used to manage and track the progress of the integration and alignment of the key activities to the organization's business and governance structure.  These indicators will align with the MAF requirements.

Milestones and Timeframe

2008-09

• Development of Business Solution Delivery Strategy.
  
• Integration of Planning and Governance into IM/IT operations.
  
• Development of Organizational Readiness Strategy.

2009-10

• Implementation of Department of Canadian Heritage's Information Management Strategy.
  
• Development of Enterprise Business Process Framework.
  
• Establishment of Business Solution Strategy and Implementation Plan.

2010-11

• Implementation of the Enterprise Business Process Framework.
  
• Implementation of the Business Solution Strategy and Implementation Plan.