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Section II – Analysis of Program Activities by Strategic Outcome

Strategic Outcome #1 – Wrongdoing in the federal public sector is detected, resolved and reported, while public servants are protected from reprisal, resulting in a greater integrity in the workplace.

The Office pursues this outcome through three guiding principles: inform, protect and prevent. The Office’s outreach activities are a key means to informing public servants about the legislation and our mandate. The core business of the Office is to protect the public interest by investigating cases of alleged wrongdoing and by protecting public servants from reprisal. Protection also extends to the identities of those involved in an investigation, the rights of those against whom an allegation is brought forward, as well as any information that is gathered during the course of an investigation. Lastly, the Office utilises a prevention-oriented approach to reduce the occurrence of wrongdoing and to promote “right-doing” in the workplace. The ultimate goal is to foster a work culture that is open to dialogue and disclosure of unethical behaviour, as well as one that protects public servants from reprisal.

The Preamble of the PSDPA articulates the benefits of this strategic outcome to Canadians: “the federal public administration is an important national institution and is part of the essential framework of Canadian parliamentary democracy”. The Office’s role in addressing wrongdoing and promoting integrity among public servants ensures that public confidence in public institutions is maintained and enhanced.

Program Activity: Disclosure and Reprisal Management

This program activity includes the management of disclosure and reprisal programs, as well as education initiatives and prevention of wrongdoing in the workplace.

Program Activity: Disclosure and Reprisal Management

2009–10 Financial Resources ($ thousands)			2009–10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending*	Planned	Actual	Difference
4,439	4,557	2,189	33	15	18

* The amounts displayed for “Actual Spending” differ slightly from the “Authorities used in the current year” as reported in the Public Accounts. These amounts were subsequently revised based on the recommendation of the Office of the Auditor General.

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Increased confidence in Canadian federal public institutions and in the integrity of public servants	Public servants and Canadians are aware of the role and mandate of the Commissioner	Reach out to public servants through focused, sustained and strategic outreach initiatives, including liaising with all senior officers and identifying target stakeholder groups Reach out to Canadians and public servants through revamped website	Mostly met	Developed a Three-Year Strategic Communications Plan Launched the Office’s revamped website and developed various information tools Delivered presentations to public servants in various departments and agencies to promote understanding of our Office and mandate Participated in key events involving large numbers of public servants
	Inquiries and investigation are conducted efficiently and in accordance with the Act	Review of current practices and establishment/ refinement of all processes and procedures	Met all	Launched several new investigations and closed many disclosure and some reprisal cases Conducted quality control of all reprisal cases and several disclosure cases Engaged leading experts to review processes, procedures, and policies related to investigations and inquiries Responded to more than 200 general inquiries within short timeframes Successfully managed the increased case load and the processing of files
	Recognition of disclosures as a pro-social behaviour	Development of tools and best practices Implementation of Prevention Strategy	Mostly met	Continued to implement the Prevention Strategy by holding consultations with APEX and NJC on systemic issues that may lead to wrongdoing in the workplace Held focus groups with key stakeholders in the course of developing a decision-making guide to help those considering making a disclosure of wrongdoing Continued to broaden and strengthen the Senior Officers’ Support Network through targeted and monthly meetings Promoted dialogue through presentations

Benefits for Canadians

The Disclosure and Reprisal Management program activity aims to enhance confidence in federal public institutions and in those who serve Canadians. It helps to build effective and credible organizations where public servants and citizens can, in good faith and confidence, raise their concerns about potential wrongdoing. It assists federal government organizations in preventing wrongdoing in the federal public service workplace and in promoting integrity. It also contributes to increasing Canada's reputation as a leader in terms of disclosure regimes. It is in the public interest to maintain and enhance public confidence in the integrity of public servants.

Performance Analysis

As outlined above, the Office succeeded in meeting most of the targets set out in its 2009-10 RPP for the Disclosure and Reprisal Management program activity. As evidenced by the increased volume and complexity (i.e. number of issues involved, multiple parties etc.) of cases received by the Office, more and more public servants and members of the general public have a better understanding of our mandate and services. Performance indicators will be finalized in 2010–11 as part of the strategic planning process.

Lessons Learned

While the Office has developed a three-year Strategic Communications Plan, it is clear that much more needs to be done to reach the majority of public servants who are covered under the PSDPA (around 400,000 employees). The Office has found that making key contacts in interested departments has provided opportunities to build awareness and reach more people. Buy-in from senior management has greatly facilitated the Office’s work in various sectors. Participation in kiosks at various conferences has also proven to be an excellent way of reaching large audiences. Eventually, the Office will also have to develop further plans to educate the general public of its work.

Program Activity: Internal Services

Internal services include activities and resources that support the core business needs of the Office, e.g. oversight, communications, human resources and financial management, information management, travel and administrative services, etc.

Program Activity: Internal Services

2009–10 Financial Resources ($ Thousands)			2009–10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending*	Planned	Actual	Difference
2,099	2,154	1,656	8	7	1

* The amounts displayed for “Actual Spending” differ slightly from the “Authorities used in the current year” as reported in the Public Accounts. These amounts were subsequently revised based on the recommendation of the Office of the Auditor General.

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Support to program needs and corporate obligations	Under development during 2010–11 as part of the Strategic Planning process	Finalize the implementation of all corporate policies and procedures including audit Establish partnerships with other small agencies to allow for the exchange of best practices	Mostly met	Reviewed internal business processes Developed corporate risk profile and risk-based audit plan Initiated process to develop three-year Strategic Plan Initiated information management project

Benefits for Canadians

The Internal Services program activity contributes to the effectiveness and efficiency of program operations, the appropriate management of resources, the safeguarding of public assets, the reporting of reliable and timely information, and the compliance of activities with applicable legislation, regulation, policies and delegated authorities. It also contributes to the promotion of public service values and the creation of a healthy work environment not only within the Office, but also by extension, within the wider public sector.

Performance Analysis

While performance indicators and targets were not finalized during 2009–10 (they are a priority for 2010–11 and will be reviewed as part of the strategic planning process), the Office made concrete efforts towards formalizing standard office procedures and policies. A Corporate Risk Profile was developed to identify and mitigate risks to our core business. In tandem with the Audit and Evaluation Committee (made up of external members), the Office also developed a three-year risk-based audit plan, which will be implemented starting in 2010–11.

Lessons Learned

The Office is continuing to strengthen its organizational capacity by developing various corporate policies. In particular, the Office will focus on the information management project in 2010–11 to ensure sound processes and procedures. As noted in the Risk Analysis in Section I, human resources management remains a challenge. The Office has begun to overcome some of these HR-related issues through the exchange of best practices and lessons learned with other small agencies. It will also continue to use highly experienced and skilled consultants to access timely expertise when required.

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