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The FedAA is substantially in force.

Work on the last two elements is complete, with an expected coming-into-force date of Q1 2008–09.

Additional commitments under the Federal Accountability Action Plan are completed or in progress.

Ongoing internal and external communications and activities are in place.

Consultations are completed and regulations pre-published in the Canada Gazette.

Work is completed to establish a Q1 2008–09 coming-into-force date for final regulations and statutory provisions.

Coordination with the Privy Council Office and the Office of the Registrar of Lobbyists for related work is ongoing.

Guidance is developed on how to settle disparate views on policy interpretation (expected Q1 2008–09).

Communications on initiatives flowing from the FedAA are coordinated across government and communicated online.

The renewed Policy on Access to Information, the Policy on Privacy Protection and the Directive on the Social Insurance Number are expected to come into effect in Q1 2008–09.

Scoping and consultations on the regulation of criteria surrounding coverage of institutions under the Access to Information Act and the Privacy Act was completed.

The RPP Overview for Parliamentarians website was launched in March 2007 and a plan for enhancing the website in 2008 was approved.

An enhanced version of the RPP and DPR Overview websites, the Government of Canada Planning and Performance Gateway, was launched in March 2008.

Two new Treasury Board central votes were included in the 2007–08 Supplementary Estimates and in the 2008–09 Main Estimates.

Plans for streamlining reporting requirements were approved in July 2007.

The Performance Reporting: Good Practices Handbook was released in August 2007.

The RPPs of the four departments taking part in the Secretariat's concise reporting pilot project were tabled in Parliament in March 2008.

Preparations were made in 2007–08 for the implementation in 2008–09 of the Concise DPR pilot project.

An additional 20 policy instruments were rescinded, bringing the total of rescinded policy instruments to 55.

The Policy on the Management of IT and the Policy on Information Management received Treasury Board approval and came into effect in July 2007.

A draft Service Policy was developed and is targeted for approval by March 31, 2009.

Consultations on service agreements took place and are ongoing.

Based on policy changes following consultations with partner departments, the Guide to Internal Services is no longer required; instead a draft Profile of Internal Services was completed Q2.

Renewal of the Government Security Policy is delayed until 2008–09 due to additional work required, including the review of government-wide individual screening programs and the development of an IT Incident Management Plan in response to an independent panel.

Communications policy revisions and directives are in the final round of consultations—aiming for Q2 2008–09.

New products have been developed to help departments communicate new or renewed policies.

A revised Treasury Board Policy on Transfer Payments is expected to be approved in Q1 2008–09, with an anticipated effective date of October 1, 2008.

The Directive on Transfer Payments was drafted. It is expected to be approved before October 1, 2008.

Extensive senior-level consultations have taken place regarding plans and progress to meet the operational prerequisites to implementation.

Treasury Board approval of the proposed policy will be sought in 2008.

The corresponding Procurement Administrative Directive (PAD) is currently being developed.

A draft Policy on Financial Management Governance was developed and is targeted for approval by Q2 2008–09.

The remaining financial management policies are under review.

All renewed policies include a monitoring and reporting section and a generic range of consequences for non-compliance.

The Framework for the Management of Compliance has been drafted.

Departments and agencies received guidance on how to provide information in support of the assessments.

Stakeholder engagement throughout the MAF assessment process was improved.

Lessons-learned sessions were conducted, both internally and externally.

An online MAF portal and database were launched.

A better suite of areas of management and lines of evidence were used for Round V of the MAF.

Fifty-four departments and agencies were assessed using the MAF.

MAF results were incorporated more systematically into advice to ministers in relation to expenditure decisions.

MAF results provided key input to the Privy Council Office's performance assessments of deputy ministers.

The revised Policy on Transfer Payments expects to be approved in Q1 2008–09 and its directives are being revised to reflect the Independent Blue Ribbon Panel's recommendations.

Approval of the draft Policy on Financial Management Governance is anticipated for July 2008.

Work is continuing on remaining financial management policies and directives and their implementation before the end of the year.

The revised Guide to Costing was issued in March 2008.

Readiness assessments were completed and action plans are underway to prepare the largest departments to be in a position to undergo a controls-reliant audit of their financial statements in the future.

Comprehensive HR frameworks for the financial management and internal audit communities have been completed and related HR strategies are being finalized.

Discussion with the Canada Public Service Agency about moving forward on the review of the Financial Administration (FI) and Internal Audit (IA) classification standards was held.

Classification issues analysis with IA community members has been conducted.

Development of the Competency Architecture and Dictionaries, Competency Profiles, and various tool kits as part of the Professional Development Program (PDP) Guide is in progress.

The development of a communications and engagement framework for the IA community was completed.

Departmental communications and consultations regarding new policy requirements and implementation issues are continuing.

Collective staffing initiatives have been undertaken by both FI and IA communities, in collaboration with the Public Service Commission of Canada, to address capacity issues.

Learning curricula are being developed in partnership with the Canada School of Public Service.

Treasury Board has appointed 48 individuals from outside the federal public administration to the audit committees of 18 departments.

Treasury Board's appointment process and instruments are approved.

The appointment of 49 members was accomplished on schedule.

An initiation workshop, tools, and instruments were delivered to chief audit executives of all departments.

Five sessions on "How Government Works" were delivered to new Departmental Audit Committee (DAC) members.

A change management advisor was engaged in July.

Reports on the first two horizontal audits are being readied for release.

Horizontal audits of Contracting Information Systems and Monitoring and Contracting for Professional and Technical Services have been launched.

The first risk-based Government-Wide Horizontal Internal Audit Plan has been completed and communicated.

Incremental funding allocations of about $30 million have been made to large departments and agencies to support compliance with the new requirements of the Policy on Internal Audit.

IA guidance documents have been developed.

A plan for and overview of the Comptroller General's Horizontal Audit Plan and priorities across departments has been released.

Bids closed on the omnibus supply arrangement—over 100 proposals were received.

The bid evaluation process for eight separate service lines is complete.

Availability of the supply arrangement to departments is targeted for July 2008.

An IA performance measurement strategy was outlined with an emphasis placed on comprehensive MAF assessment criteria and results.

A business plan for internal audit practice inspections across government was completed.

The Taking Stock: Status at Oct. 2007 document was completed and distributed. Three studies have considered the status of policy implementation. An interim assessment of policy implementation is slated to commence summer 2008.

The Guide for Departmental Audit Committees was released to chief audit executives and to new DAC members.

The Office of the Auditor General of Canada (OAG) provided additional specific guidance to chief audit executives on responsibilities (including reporting) for major follow-up exercises.

Investigation of opportunities for the automation of monitoring systems is occurring.

Horizontal professional practice inspection is planned to focus on monitoring and tracking systems.

Two interdepartmental ADM-level committees were created to bring a community of leaders of service transformation together to improve awareness of the variety of initiatives underway.

Two additional events were held to provide deputy ministers with the opportunity to share leadership insights and best practices regarding service transformation initiatives.

A reporting instrument was developed to monitor the progress of service transformation initiatives.

Analysis of the data collected by the progress-monitoring reporting instrument helped senior executives recognize specific obstacles that were common to several service transformation initiatives.

The ADMs responsible for Corporate Administrative Shared Services (CASS) and bargaining agents were regularly briefed.

Support and advice were provided to departments to address workforce issues related to transformation initiatives.

There was continued leadership and support for back office renewal of the Government of Canada.

Acceptance and momentum with five early-adopter departments and key stakeholders were achieved through extensive dialogue, which included two deputy-level meetings, twice monthly ADM-level meetings, a two-day workshop to align major HR transformation initiatives with CASS, and various monthly committees and working groups.

An overall vision for corporate administrative renewal has been developed and is being launched through an initial project that is currently pending approval.

A report, Finding Common Ground, summarizing research findings on what drives employee engagement in the public sector was produced. This research was used to examine questions on employee engagement.

Collaborative public sector research on service performance and client satisfaction was completed.

An intergovernmental Citizens First 5 survey was completed; publication is expected summer 2008.

IM Problem and Definition was completed, including an initial report on the IM Initiatives Inventory in Q1.

GC Enterprise IM Framework was developed in Q2.

Gap analysis and ideal states were identified for each framework element completed in Q3.

Initiative selection for Year 1 activities to support the enterprise IM Strategy was completed.

GC IM Strategy and Action Plan were completed in Q4.

IM Internal Services Profile Summary was completed in Q4.

Collective Staffing Initiative was completed in Q2.

Official transfer of the Organizational Readiness Office from Public Works and Government Services Canada to the Secretariat occurred in Q3.

Government-wide IM and IT Human Capacity Plan, IM Generics, and Standards for IM Competencies in GC were approved.

New intake for Leadership Development Program was completed in Q4.

Working closely with program sectors through regular meetings, early interventions, and sharing of information ensured timely assessment of Treasury Board submissions and monitoring in excess of 22 major projects.

The Enhanced Management Framework Web presence was updated in Q2.

An analysis guide to improve Secretariat processes for reviewing departmental proposals for IT-enabled projects was developed in Q3.

There was continued renewal of project management policy guidance instruments for management of major IM- and IT-enabled initiatives in Q4, including development of such tools as the Business Case Standard and Guide as well as the Project Charter Standard and Guide.

The Cabinet Directive on Streamlining Regulation (CDSR) Action Plan was developed for internal and external use and the supporting Treasury Board submission was approved.

The CDSR came into force in April 2007.

A review of compliance with the CDSR in the first year of implementation was undertaken to establish a baseline for its performance measurement mechanisms.

Initial assessment of 48 medium- and high-impact proposals was undertaken between April and December 2007.

The following four guides were developed to support the implementation of the CDSR:

1) Canadian Cost-Benefit Analysis Guide: Regulatory Proposals;

2) Assessing, Selecting, and Implementing Instruments for Government Action;

3) Guidelines on International Regulatory Obligations and Cooperation; and

4) Guidelines for Effective Regulatory Consultations.

The Centre of Regulatory Expertise (CORE) became operational in October 2007.

By March 2008, CORE had over 25 active files from 11 departments and agencies.

The following three courses were developed:

1. Introduction to Regulating;

2. Regulatory Performance Measurement and Evaluation; and

3. Cost-Benefit Analysis and Risk Analysis for Regulators.

The introductory course was attended by 195 people.

The Secretariat provided comments on Cabinet documents, as required.

The updated Guide to Preparing Treasury Board Submissions has been online since July 2007 and has been updated as required.

All departments and agencies were briefed on strategic review requirements.

Departments and agencies involved in the 2007 and 2008 rounds of strategic reviews were briefed at the DM and corporate ADM levels.

The first round of strategic reviews has been completed.

The results of the first round of strategic reviews have been successfully communicated through Budget 2008.

Lessons-learned sessions were undertaken to inform the 2008 strategic review process and the terms of reference for strategic reviews.

The Secretariat launched the second phase of the MRRS Policy Implementation Plan in July 2007.

Performance measurement frameworks (PMF) have been developed for the vast majority of strategic outcomes and programs of the federal government.

There was continued review of departmental evaluation reports and refinement of assessment criteria.

Total compensation comparability studies (TCC) were conducted for four bargaining units; two more TCCs are planned for 2008–09.

Total compensation cost projections were improved to better reflect key assumptions affecting the future cost of various compensation components.

A mandating process for the review of NJC directives has been established.

A first draft of principles has been developed, with consultations to follow in 2008–09.

A tracking tool was developed and is being further refined.

Costs related to the NJC reimbursement policies are now reflected as a pressure in the fall 2007 compensation plan.

Discussions with the NJC are expected to be completed by Q1 2008–09.

The use of MAF to identify best practices is planned for the new target date of Q2 2008–09.

Information on new votes will be tabled in the Estimates in Q3 and Q4.

Expenditure decisions are supported by enhanced performance monitoring and reporting information.

Key reporting requirements have been mapped.

A guide has been prepared to streamline internal audit reporting and to improve timeliness.

A departmental chief audit executive was identified as the champion for reporting practices.

Best practices were presented at a conference for chief audit executives.

An updated template was prepared to support assessments of audit reports prepared by departments.

An Internal Audit Report Registrar function is being established.

A prototype for an enhanced monitoring system will be operational in the near term.

A three-month backlog of information needing to be added to the audit and evaluation database, noted in the previous report, was eliminated in January 2008.

Stakeholder consultations on the Evaluation Policy were held to continue refining the policy and to build awareness among departmental evaluation officials of the objectives of the policy renewal process.

Work to align the policy with the overall Secretariat policy renewal framework continued.

The implementation of the internal strategy included the following:

1. Development of an employee engagement strategy;

2. Creation of a tool kit for managers;

3. Dialogue sessions with 1,000 employees from across 15 sectors;

4. The EX Conference of October 2007;

5. Creation of a page dedicated to Management Excellence on the Secretariat InfoSite;

6. Brown Bag Lunches with the Secretary; and

7. A successful Secretariat town hall meeting in February focussing on the change management agenda.

A Speakers' Bureau was established; 14 presentations were initiated by the Secretariat since June and 15 email requests were received from departments.

Prototypes for a corporate look for the management agenda are being developed as well as supporting materials, such as a brochure.

Internal processes for improving support to Treasury Board were updated.

The implementation of the CDSR included a new Regulatory Impact Analysis Statement and a review of the triage framework.

A new triage approach was developed to support the CDSR.

The Guide to Preparing Treasury Board Submissions was revised to include guidance on sustainable development.

The Secretariat is working with Environment Canada to revise the 2007–08 DPR guidance.

A guide for fleet management, which provides a checklist for green fleet management, was posted in July 2007.

Departmental fleets are managed with sound environmental stewardship in accordance with the directives on fleet management.

The Annual Federal Fleet Workshop was chaired in October 2007.

The Federal Contaminated Sites Inventory provides current information on the progress custodians are making in addressing their contaminated sites.

Secretariat learning and competency-based management programs were developed for ES and AS occupational categories.

An approach and tools for an EX-02 and EX-03 talent management program were developed.

Workshops on "Giving Shape to the Public Service Values at the Secretariat" were held in February and March.

A Values and Ethics Network and an Employment Equity and Diversity Advisory Committee were established.

Phases 1 and 2 of the readiness assessment were completed and an action plan established.

Monitoring processes are being established to track progress on addressing the observations noted by Deloitte.

A Risk-Based Audit Plan was approved in June 2007.

A one-year evaluation plan was approved by the Management Infrastructure Committee on November 27, 2007.

A draft IM Policy and IM-IT Strategic Framework was developed by March 2008.

The Secretariat's IM pilot project has been put on hold; whether the project is needed will be re-examined in the context of the new strategic framework, once it is approved.

A Secretariat CRP was developed, and it contributed to discussions on establishing Secretariat priorities and to the development of the 2008–09 RPP.

All sector business plans highlighted those aspects of the CRP that were of greatest concern.

The PMF was developed and submitted, although its completion was delayed to Q4 2008–09 due to the complexity of the task.

Identifying appropriate performance measures for policy-based activities proved particularly challenging.