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Management Accountability Framework Assessments
Departmental Response to Round VI (2008-09) Environment Canada Management Accountability Framework (MAF) Assessment
Environment Canada (EC) was pleased to receive acknowledgement in its Round VI MAF assessmentof a strong commitment to values and ethics, a strong evaluation function and an effective performance management program for its executive cadre. The Treasury Board Secretariat (TBS) also noted that EC was the first Department to receive Treasury Board approval of its Integrated Investment Plan.
TBSrecognized that ECmade progress in addressing the two management priorities identified in the Round V (2007-08) assessment:
- Utility of the Corporate Performance Framework – EC worked closely with TBS to ensure that the renewal of its Strategic Outcomes and Program Activity Architecture (PAA) for 2010-11 will bring them into full compliance with the requirements of the Management, Resources and Results Structure (MRRS) Policy.
- Effectiveness of Expenditure Management – EC provided budgets to managers earlier in the year compared to years previous and EC has made efforts to improve the coherence between the Results Management Structure and the Organizational Structure.
In the Round VI assessment, TBS identified the following management priorities for EC in 2009-10:
1) Utility of the Corporate Performance Framework - Ensure compliance with the MRRS Policy, and complete a Performance Management Framework (PMF) to form the basis of performance reporting.
In response, ECcompleted the renewal of its Strategic Outcomes and PAA for 2010-11 to bring them into full compliance with the MRRS Policy. The PMF was also revised to include all programs in the new PAA and to address all required information to the extent possible. The PMF will be implemented beginning in 2010-11 and will form the basis for performance reporting from that period onward.
2) Effectiveness of Information Management - Ensure that descriptions of EC’s role and responsibilities and related information in Info Source holdings are comprehensive, complete, up-to-date, and comply with TBS requirements.
In response, ECrevised its chapter in the 2009 edition of Info Source to comply with TBSrequirements. A further review will be conducted in winter of 2009-10 to determine if further improvements are required for EC’s chapter in the 2010 edition of Info Source.
3) Effective Management of Security and Business Continuity – Take steps to achieve compliance with requirements of the Management of Information Technology Security (MITS) standards and complete the establishment of the departmental Business Continuity Planning (BCP) program.
In response, ECwill build on its existing Information Management (IM) and Information Technology (IT) Security Policy, directives, standards and procedures to establish and implement an approved IM and IT Security Policy Framework by September, 2010. EC will also complete the identification of critical IM and IT systems by April, 2010.
The MAF assessment presents an overview of EC’s management performance against a specific set of indicators as of March 2009. EC would like to note that the Department is committed to continuous improvement and has implemented the necessary action plans for management improvement throughout the organization.
The table below presents EC’s Round VI results, a highlight of key achievements since the Round VI assessment, and an overview of the Department’s management improvement plans.
Ian Shugart
Deputy Minister
Area of Management | Rating | Departmental Response |
Public Service Values | ||
| Values-based Leadership and Organizational Culture | Strong | ECwill continue to invest in its Values and Ethics (V&E) program with multi-year planning, ongoing prevention and service improvement. The 2008 Public Survey Employee Survey results will be analysed from a V&E perspective and areas requiring attention will be identified and addressed. EC is committed to further strengthen the V&E infrastructure in the department and to embed V&E deeper into the culture. The Department will continue to develop and promote effective V&E risk management practices; in the coming year, EC will develop indicators for the V&E risk profiles and design an on-line risk management tool. In addition, EC will standardize and enhance its V&E service delivery regarding Confidential Reports (for Conflict of Interest) and will assess and fine tune its internal disclosure procedures. |
Governance and Strategic Directions | ||
| Utility of the Corporate Performance Framework | Opportunity for Improvement | ECworked closely with TBS to complete a renewal of its Strategic Outcomes and Program Activity Architecture (PAA) for 2010-11 to bring them into full compliance with the requirements of the Management, Resources and Results Structure Policy. The Performance Measurement Framework (PMF) was also revised to include all programs in the new PAA. The PMF will be implemented beginning in 2010-11 and will form the basis for performance reporting from that period onward. |
| Effectiveness of the Corporate Management Structure | Opportunity for Improvement | EChas developed an approach to integrated planning, including tools and guides associated with the fall 2009 planning process. The 2009-10 Integrated Corporate Plan has been improved to further align to priorities of the Department and plans of key functions. EC will clarify the key elements of its governance structure to better reflect the 2010-11 PAA. |
| Effectiveness of Extra-organizational Contribution | Acceptable | ECcontinued its contributions toward the assessed priority initiatives. On Public Service Renewal, EC developed a 3 to 5-year strategy focussed on building people management capacity and a learning strategy unique to EC’s scientific environment. On the Integrated Investment Planning process, EC will develop policies and procedures governing the Plan. |
Policy and Programs | ||
| Quality of Analysis in Treasury Board Submissions | Opportunity for Improvement | EChas established a Quality Control Unit to review all Treasury Board (TB) submissions for accuracy and reliability of information, as well as the quality, adequacy and soundness of analysis. EC’s TB Submissions Unit maintains contact with TB analysts to share feedback on recent TB submissions, to adjust process or approaches if necessary, and to signal upcoming submissions. The Unit has also consulted other departments to obtain and implement known best practices. In addition, internal Centres of Expertise (i.e. risk management, audit, evaluation, environmental assessment, performance measurement) are engaged at the early stages of developing TB submissions. A comprehensive protocol to document the expectations of EC and TBS in managing the TB submission relationship has been finalized. |
Results and Performance | ||
| Quality and Use of Evaluation | Strong | EC’s 2009-10 Evaluation Plan provided clear linkages to the PAA and the Corporate Risk Profile. An implementation plan for 2009-10 to address requirements of the new Evaluation Policy has been developed and EC will increase evaluation coverage over the next four years to be in compliance with the Policy. |
| Quality Reporting to Parliament | Acceptable | EC’s 2008-09 Departmental Performance Report (DPR) tracks performance against Strategic Outcomes (SO) and Program Activities (PA), and integrates financial information into the DPR’s Performance Summary. A partial PMF has been implemented for 2009-10 applicable to the SO and PA levels, and will provide a clearer basis for reporting on performance in the 2009-10 DPR. A full PMF has been produced for 2010-11, covering all EC programs. |
| Learning, Innovation and Change Management | ||
| Managing Organizational Change | Acceptable | EChas considered organizational change requirements during senior management discussions and in the preparation of the 2009-10 Corporate Risk Profile. The Executive Management Committee will continue to engage the executive cadre in all aspects of change management, including financial and human resources priorities, corporate planning and risk management. |
Risk Management | ||
| Effectiveness of Corporate Risk Management | Acceptable | EC’s 2009 Corporate Risk Profile was developed in collaboration with a broad range of managers and senior executives from across the Department. The document results from a more systematic approach with common definitions and risk assessment criteria. It has prioritized risks and was used to inform planning and priority setting as part of the Integrated Corporate Plan development process. In fall 2009, ECdeveloped a draft Integrated Risk Management Framework that will take a formal, unified and consistent approach for enterprise-wide risk management and will delineate roles and responsibilities with respect to risk management within the Department. |
People | ||
| Extent to which the Workplace is Fair, Enabling, Healthy, and Safe | Opportunity for Improvement | EChas implemented an Employment Equity (EE) Action Plan that includes: quarterly workforce analysis for representation, recruitment, promotion and separations; implementation of an EE Express Lane; incorporation of EE recruitment goals in performance agreements for all executives; and management of short and long term departmental EE goals with respect to recruitment. The Department has implemented a 20-years of service award to recognize employee contributions and will continue to communicate and promote the Recognition Program and the National Recognition Award for employees. |
| Extent to which the Workforce is Productive, Principled, Sustainable, and Adaptable | Opportunity for Improvement | EChas committed to a minimum of 1.5% of 2009-10 expenditures per Branch for learning and development activities. A Departmental Talent Management Dashboard has been developed to monitor the use of resource and reports will be produced to demonstrate progress against departmental Human Resources objectives. EC will also implement the Employment Equity Action Plan. |
Stewardship | ||
| Effectiveness of Information Management | Opportunity for Improvement | EChas established an Information Management (IM) Steering Committee to oversee IM priorities and initiatives. A renewed three-year IM Strategic Action Plan is in progress and the 2010-11 Information Management and Information Technology Plan will include the integration of IM priorities and initiatives. EC has completed a privacy analysis of departmental web sites and Personal Information Banks are being developed. The 2009 edition of Info Source has been revised to reflect the new PAA structure. |
| Effectiveness of Information Technology Management | Acceptable | EChas established a Continuous Improvement Management Office to examine and improve business processes in use by the Chief Information Officer Branch (CIOB), partners and stakeholders. The Office has begun to review and update the CIOB Service Catalogue and develop a multi-year Information Management and Information Technology strategy. |
| Effectiveness of Asset Management | Acceptable | EC’s Contaminated Sites module is integrated with the Real Property Information System to ensure 2009-10 Federal Contaminated Sites Inventory certifications are accurate and certified in a timely manner. EC has begun implementation of a complete Asset Lifecycle Management System that will enhance the ability to measure performance of its materiel. |
| Effective Project Management | Acceptable | ECis developing a Department-wide Project Management Framework that includes standard project management processes, clarifies the roles of project management experts, and includes process improvement and lessons learned. Appropriate training will be provided to strengthen EC’s project management capacity. |
| Effective Procurement | Acceptable | ECis increasing its training, monitoring and quality assurance capacity in procurement. EC is participating in a Procurement Renewal Pilot with Public Works and Government Services Canada to ensure the efficient use of consolidated procurement instruments and will be preparing for the forthcoming updated Treasury Board Policy on Managing Procurement. |
| Effectiveness of Financial Management and Control | Acceptable | EChas established procedures to improve its scheduling and focus on the timeliness of Public Account submissions. Based on a year-end calendar with target dates, the updated process will ensure sufficient time to obtain proper management sign-off ahead of Public Accounts deadlines. Staffing initiatives for the Financial Management (FI) community have begun and EC will ensure that FI employees have current and approved learning plans. The commitment to strengthen financial management has also been incorporated into existing FI positions. |
| Effectiveness of Internal Audit Function | Acceptable | EC’s 2009-10 Risk-based Audit and Evaluation Plan has been improved to include: audit planning methodology, risk descriptions, rationale and scope for audit engagements, risk-ranked internal audit engagements, and a defined and risk-ranked audit universe. EC’s audit process has also been modified to ensure the Office of the Comptroller General of Canada is informed in advance of posting reports. |
| Effective Management of Security and Business Continuity | Opportunity for Improvement | EC’s Departmental Security Policy is complete. Workshops were held to enhance the skills and abilities of security officers. EC participates and invests in partnership agreements with the Royal Canadian Mounted Police to provide training opportunities for security officers from all departments. A Departmental Firearms Policy has been developed and a Departmental Firearms Officer position will be staffed in early 2010. EC continues to participate in and chairs security working groups led by TBS to improve government-wide security policies and operations. EC will build on the 2008 IM and IT Security Policy, directives, standards and procedures to establish and implement an IM and IT Security Policy Framework by September, 2010. Application of this new Framework will decrease the IM and IT security risk to EC through new and improved security services. In addition, EC will complete the identification of critical IM and IT systems by April, 2010. EC’s current IM & IT Security Policy was approved on December 12, 2008. An expanded IM and IT Security Policy Framework will be developed; including a revised policy, directives, and technical standards will augment, clarify and replace the 2008 Policy. Application of the new Framework will decrease the IM & IT security risk to the Department through improved and new security services. Based on existing program and site specific continuity plans and current business impact analysis, EC completed a draft of the Departmental Business Continuity Program (BCP) Plan on July 20, 2009. The BCP Plan includes a Readiness Framework and program which outlines training, awareness, plan review and audit and evaluation. EC also completed a Pandemic Influenza Plan, which received senior management approval on November 3, 2009. |
Citizen-focused Service | ||
| Citizen-focused Service | Opportunity for Improvement | EChas established a Service Steering Committee and will develop a service inventory by February 2010. The service inventory includes a risk-based approach to setting service standards. EC has purchased new hardware for its telephone weather service answering systems. Complete implementation of the new hardware and associated software is scheduled for summer 2010, by which time EC's weather service systems will be fully bilingual and standardized nationwide. |
Accountability | ||
| Alignment of Accountability Instruments | Strong | ECwill continue to enhance its Performance Management Program for executives by referencing the TBS best practices guide to performance management. |
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