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Renewal is about strengthening the capacity of the federal Public Service to deliver on the business of Government. An environmental assessment is a tool used by the federal government to evaluate the potential environmental effects from proposed projects. As a planning tool, an environmental assessment is used to identify, predict and communicate information about the environmental effects of a proposal. The NCC must ensure compliance with the Canadian Environmental Assessment Act, and requires an environmental assessment for all projects or activities under its authority. An environmental assessment must be prepared for most proposals that require federal land use, design and transaction approvals. Infrastructure, construction, defence and security, environmental management and technologies, information and communication technologies, and public utilities. The National Research Council (NRC) facility offers integrated testing and life cycle performance evaluation for concrete infrastructure systems using excellent small- and full-scale testing facilities, sophisticated measurement tools and equipment to evaluate the performance prediction, design, rehabilitation, and management of buried utilities and concrete structures.
NRC offers a new facility for integrated testing of life cycle performance of concrete infrastructure systems available for multi-year, on-site experiments on concrete structures and utilities across Canada. In addition, we offer a state-of-the-art facility and analytical capabilities for testing water quality. Working with NRC testing facilities, you benefit from our breadth of knowledge, our extensive network of industry and academic experts and expertise, and our world class facilities. Testing is available on a competitive fee for service basis developed based on client testing requirements. Objective: To assess the level of compliance, efficiency and effectiveness of staffing and recruitment processes and practices to help ensure that the person appointed is the right fit for the job so that the business and human resource needs of the department are met.
1) Roles and responsibilities of HRB and non-HRB personnel as they relate to staffing and recruitment are clearly defined and communicated.
2) Integrated planning processes are in place to ensure that staffing and recruitment strategies are linked to business requirements and are based on proper demographic analysis.
4) Appropriate tools and quality advice on staffing strategies are provided by HRB, regional HR personnel, and others in HR to subdelegated managers, and these are in line with IC policies, and the PSC Appointment Framework. 5) Departmental managers and HR advisors have received training on staffing and recruiting, processes and procedures, and mandatory requirements to meet employment equity, cultural diversity and linguistic duality targets. 6) Progress against staffing and recruitment targets, including staffing service standards, is measured and reported on.
7) Staffing and recruitment practices are based on merit, are free from political influence and are fair, accessible, transparent and representative.
The DG of HRB should monitor progress on sector HR plans to support the reporting of variances between HR plans and actual staffing activities, as required by IC and the Public Service Commission. The DG of HRB should ensure that the integrated planning process involves HR professionals who are responsible to support the sectors in implementing staffing processes. HRB's staffing community was provided with Part 1 of a 2-part information session on the integrated planning process earlier this year.
For those sectors where PE-05 sector team leaders do not currently attend regular senior management meetings or sector planning processes, a written offer will be made to attend these meetings.
The DG of HRB should ensure that roles, responsibilities and accountabilities of HR advisors and subdelegated managers are clearly defined throughout the staffing process for non-EX appointments.
As part of service delivery improvement initiatives already under way, HRB is currently developing a document that outlines these responsibilities. The DG of HRB should ensure that all employees involved in staffing and recruitment processes have access to and pursue adequate training to demonstrate knowledge of staffing requirements. Adequate training is already provided to HRB staff providing staffing advice and support as part of the PE development program.
In order to supplement the standardized training, HRB will offer workshops on rating guides (assessment of merit criteria) including templates to the NCR and regions to assist subdelegated managers. The DG of HRB should ensure that subdelegated managers demonstrate how the use of a non-advertised appointment process meets the department's established criteria and the appointment values. The requirement to demonstrate that the use of a non-advertised process meets the department's established criteria and the appointment values is inherent in the subdelegated authorities exercised by management. HRB will amend the "Writing a Rationale for a Non-Advertised Appointment" tool to further define, clarify and provide a separate example for the 'fairness' value.
The DG of HRB should review the appointments in the audit sample where there were deficiencies in the assessment of candidates and ensure that assessment tools and methods fully and fairly assess essential qualifications and other identified merit criteria. The DG of HRB should ensure that appointments and appointment-related decisions, as well as advice provided to subdelegated managers at key decision points (i.e. The responsibility for documenting a staffing file is shared between HR and management (for example, HR is directly responsible for ensuring priority clearance documentation and SLE results are on file, whereas management is responsible for reviewing and approving SOMCs, assessments, rationales, etc.). The DG of HRB should ensure that the SPMS monitoring system now in place is fully implemented and sustained.
To ensure that the impact of recent monitoring and audit findings (and measures taken as a result) can be measured, the next monitoring exercise will take place beginning April 2011, covering the period from April 1, 2010 to March 31, 2011. Information identified as archived on the Web is for reference, research or recordkeeping purposes.
Deliver programs that reflect the priorities of Canadians and are part of a fully integrated policy approach.
As Canada's Minister of Fisheries and Oceans, I am pleased to present my Department's 2005 Strategic Plan.
The actions of Fisheries and Oceans Canada (DFO) staff affect the environment, the economic opportunities and the social and cultural life of people and communities across Canada. The Canadian Coast Guard is also looking to the future as it prepares to become a Special Operating Agency within the DFO portfolio in April 2005. DFO is also renewing its science program to ensure we have a flexible, innovative scientific organization that is able to deliver the high-quality information and advice we need to support our programs, policies and decision-making processes both within the Department and government-wide. While the oceans economy is currently valued at more than $22B, there remains considerable unrealized economic potential with rapidly growing industries such as offshore oil and gas, aquaculture and eco-tourism and new frontiers for discovery such as seabed mapping and earth observation.
The fundamental theme of Our Waters, Our Future is balancing our commitments with available resources to provide quality services to Canadians.
As Deputy Minister of Fisheries and Oceans (DFO), I am delighted that our Department is moving forward with its 2005 Strategic Plan, Our Waters, Our Future. This renewed Strategic Plan builds on what we have learned in recent years about the way we do business and outlines how we intend to fulfill our mission and achieve our vision for DFO over the next several years. DFO's key priorities for action include the Oceans Action Plan, International Governance, Fisheries Renewal, Aquaculture Governance, Coast Guard Rejuvenation, Environmental Process Modernization and Science Renewal, as well as cross-priority issues such as Aboriginal Policy and Governance. Preparing for the future also means supporting our dedicated, professional workforce through HR modernization and by creating an organizational culture that champions openness and transparency. DFO's activities are complex, and balancing our commitments with available financial and human resources will continue to be a big challenge like all other federal departments.
The fundamental theme of the 2005 Strategic Plan, Our Waters, Our Future is balancing our commitments with available resources to provide quality services to Canadians. Our Waters, Our Future is built on the foundation established by the DFO planning and priority-setting process, the 2000 Strategic Plan and the Departmental Assessment and Alignment Project (DAAP). This Strategic Plan articulates a renewed vision for the Department - Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters. While this Strategic Plan sets out a five-year vision, it will be necessary to re-evaluate and adjust our priorities annually to ensure we continue to provide quality services to Canadians. Deliver programs that reflect the priorities of Canadians and are part of a fully integrated policy approach. The Oceans Action Plan (OAP) is a horizontal approach to implementing the Oceans Act and Canada's Oceans Strategy that incorporates the activities of DFO and other departments. The Strategic Plan further identifies people and management priorities the Department will promote to support its employees. The Plan includes targets and deliverables that will be used to measure departmental progress on these priorities over the next five years.
The Strategic Plan is the core document for DFO's new integrated approach to planning that will link human resources, business, financial and strategic planning.
Safe and Accessible Waterways is about providing access to Canadian waterways, and ensuring the overall safety and integrity of Canada's marine infrastructure for the benefit of all Canadians.
Healthy and Productive Aquatic Ecosystems means the sustainable development and integrated management of resources in or around Canada's aquatic environment through oceans and fish habitat management, and the critical science activities that support these two programs.
Sustainable Fisheries and Aquaculture refers to an integrated fisheries and aquaculture program that is credible, science based, affordable and effective, and contributes to sustainable wealth for Canadians.
The DAAP led to changes in DFO's planning and reporting structure, to align resources against three new outcomes for the Department: Safe and Accessible Waterways, Healthy and Productive Aquatic Ecosystems, and Sustainable Fisheries and Aquaculture, supported by strong Enabling Functions. The future challenge is to respond to the Government of Canada's continuing commitment to review programs on an ongoing basis and reallocating resources from lower to higher priorities. A vision statement describes the desired future for DFO, making it an essential element of strategic planning.
Since the 2000 Strategic Plan, the vision, mission and mandate have been updated to reflect the DAAP, and what has been heard from employees. In working toward these outcomes, the Department will be guided by the principles of sound scientific knowledge and effective management. Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters. On behalf of the Government of Canada, DFO is responsible for developing and implementing policies and programs in support of Canada's scientific, ecological, social and economic interests in oceans and fresh waters. Help with ship-to-shore communication, navigation, and clear passageways for safe water travel. Conduct scientific research and related activities, which are vital to the understanding and sustainable management of Canada's oceans and aquatic resources.
Ensure compliance with environmental standards and regulations in support of economic development and other activities.
Develop and promote the wise use of technology to ensure the long-term health of Canada's waters.
DFO provides quality services to ensure that Canada's fisheries and oceans industries remain an important part of Canadian life for generations to come.
The following map highlights a few of the diverse clients DFO supports and the services provided. With a commitment to learning, Deborah Bowes-Lyon plays a key role in the future of the Canadian Coast Guard as a Search and Rescue instructor for the Canadian Coast Guard College. Over 10,000 departmental employees are part of a diverse team that is on the ground and on the water in over 400 sites spread across every region of the country. Values are important to our organization because they remind us of what we stand for as DFO employees, how we expect to be treated and how we will treat others. The following values have been identified as responding to the views and beliefs of employees in discussions to date. Supreme Court of Canada (SCC) decisions, such as Sparrow and Marshall, have provided guidance on the nature and scope of Aboriginal and treaty rights and of governments' responsibility to manage natural resources in a manner consistent with these rights.
Working in the Canadian Coast Guard for over 20 years, Tom Maher plays a pivotal role in the operations of Marine Programs in Hay River. Contributing to scientific innovation at DFO, Lucius Perreault maintains and develops acoustics instrumentation used in a variety of scientific studies.
Fisheries and Oceans Canada will work through the Canadian Council of Fisheries and Aquaculture Ministers to address fisheries and aquaculture issues of national importance co-operatively and effectively, particularly those issues related to aquatic species at risk, freshwater fisheries, aquatic invasive species and recreational fisheries. The fundamental theme of Our Waters, Our Future is balancing our commitments with available resources to provide quality services to Canadians. The following diagram outlines how the vision, objectives and priorities fit together to fulfill DFO's mission. Deliver programs that reflect the priorities of Canadians and are part of a fully integrated policy approach.
Working with partners and clients, Marie-France Dalcourt is realizing the commitments of Canada's Oceans Action Plan by implementing Quebec Region's integrated management program with great ability and enthusiasm. The five-year goal is for Canada to consolidate its place as a world leader in oceans management. A Fishery Officer in the NAFO Regulatory Area, Elaine Rolls exemplifies Canada's work in protecting our fisheries and oceans resources both inside and outside the 200-mile limit.
A particular priority for Canada and DFO, given the importance of fishing to coastal communities, is to develop options and a strategy to address overfishing, including on the Grand Banks, outside the Atlantic 200-mile limit by working with European and other international partners to strengthen the international fisheries and oceans governance regime. Responsible for Fisheries Management and Stock Assessment activities in the Northern B.C. Although DFO faces financial constraints and a lack of public consensus on how to manage the fishery, the Department must move forward to revitalize its fisheries management program. Legislative Renewal will be explored to develop options and innovative regulatory and governance approaches to support Fisheries Renewal. A Business Modernization Initiative will ensure business structures and practices complement and enable policy, program and legislative renewal.
To address these challenges, DFO will seek opportunities to create the conditions for the development of an environmentally sustainable, internationally competitive aquaculture industry in Canada.
Finally, DFO will promote increased public and consumer confidence by undertaking and publicizing measures to support the safety of aquaculture products and the environmental sustainability of aquaculture operations. Thanks to teams like the one under the command of Lise Marchand, the first female commanding officer of a T-1200 (a medium sized ice-breaker), Canadians are ensured safe and accessible waterways.
The Canadian Coast Guard is vital to the delivery of oceans priorities and programs, including marine science and fisheries management.
Over the next five years, DFO, through the CCG, will improve service delivery to Canadians and ensure efficient, balanced, cost-effective practices to provide CCG services in the best way possible.
The transition to SOA status provides the potential for new flexibilities to deliver more efficient and effective services as a national institution focused on operations.
Milo Ewing represents the Canadian Coast Guard's responsibility to improve service delivery to Canadians by ensuring the continued operation of Marine Communications and Traffic Services equipment in the Maritimes Region.
Another key aspect of the transition to the SOA and a focus on service will be the establishment of sound business management practices to ensure DFO has the ability to manage increased financial flexibilities.
The Canadian Coast Guard will continue to transform marine services through technology based productivity improvements, client service innovations, alternative service delivery and greater use of partnering. Julie Dahl plays an active role in her region to implement environmental process streamlining initiatives.
Responsible for the care and rearing of the endangered inner Bay of Fundy Atlantic Salmon within a live gene bank, Beth Lenentine consistently demonstrates devotion to both her work at the Coldbrook Biodiversity Facility and to educating local school children and international experts on the importance of her work with the salmon.
As a science-based department, the rigours of scientific excellence must be applied to provide high-quality, timely and relevant scientific advice in support of sound policy development and informed decision-making. Science Renewal will focus on stability for long-term public good monitoring and data management, while maximizing flexibility in the areas of scientific research, advice, services and products to respond to evolving departmental and federal government priorities. Working with First Nations in the Gulf Region, Carla Whitebone has been very active in the implementation of the Marshall Program. The Department has five-year goals for Aboriginal policy and governance that are focused on strengthening and fostering the relationship between the Department and Aboriginal groups. Enhance the involvement of Aboriginal groups in fisheries management decision-making processes using a model of shared stewardship in which Aboriginal groups collaborate with the Department in decision-making. Have greater involvement of Aboriginal groups in the decision-making processes in other areas of DFO's responsibility including integrated oceans management, species at risk, habitat management, scientific research and aquaculture development. Improve the stability of the west and east coast fisheries by resolving commercial access issues. Continue to manage the fisheries in a manner that is consistent with the constitutional protection provided to Aboriginal and treaty rights by Section 35 of the Constitution Act, 1982. Contribute to the broader Government of Canada objective of improving the quality of life of Aboriginal people through greater access to economic opportunities, such as commercial fishing. I am proud to present Shared Services Canada’s (SSC) Integrated Business Plan (IBP) for 2012-13. In collaboration with our 43 partner organizations, SSC will identify the IT infrastructure requirements of the government as an enterprise and will apply best practices to address our operational challenges and meet our modernization targets.
The journey of innovation that SSC is launching this year is more like a marathon than a sprint. As our new department’s Chief Operating Officer, it is an honour to take part in the exciting journey that we are embarking on this year. Through the creation of a horizontal organization focused on planning, building and operating the government’s IT infrastructure, we will identify new and innovative ways to achieve our objectives.
Our plans include moving decisively to reduce administrative burden and eliminate duplication, to promote innovation and balance supply and demand, to increase productivity and to ensure that we measure our performance against industry standards.
Maintaining and improving existing levels of service to our partners will be this year’s primary focus for SSC.
SSC’s operational work is stabilizing IT service delivery across the government, ensuring business continuity and maintaining existing service levels while improving them. We aspire to become a trusted partner in government by effectively demonstrating a consistent ability to deliver and manage the IT foundation required to deliver tomorrow’s programs and services to Canadians. Shared Services Canada (SSC) was created to modernize how the federal government manages its information technology (IT) infrastructure in order to better support the delivery of programs and services to Canadians.
Over the course of the last two decades Canadians have become increasingly reliant upon online capabilities to conduct business and stay connected. Traditionally, the government’s IT infrastructure has been managed in silos, with each department responding to unique needs and establishing the services that it requires to conduct its business.
SSC’s ambitious plans for the provision of government-wide IT services represent an eight-year journey that will yield better value for money and a more robust service backbone for modern government operations. Email Transformation is SSC’s first large-scale initiative in our innovation journey and work is already underway. Various organizations and private-sector companies alike have demonstrated that streamlining and consolidating in the areas of email, data centres and telecommunications lead to substantial service improvement and efficiencies. By learning from other shared services organizations and leveraging their best practices, we are establishing a model and setting a pace that will deliver increased efficiency, better quality and service excellence to the Government of Canada. We are supporting effective government operations by delivering horizontal, enterprise-wide improvements to IT infrastructure that support modern Government of Canada programs and services, and that make them more integrated, efficient and accessible for Canadians. SSC will take advantage of every opportunity to work with partners to fulfill its mandate and realize the objective of improving delivery of services to Canadians in a secure, reliable and integrated manner. A mandate with such an enterprise-wide scope requires a focused agenda – one led by clear objectives.
Operational stability is SSC’s first order of business and service excellence is the guidepost by which we steer that work. IT infrastructure consolidation is about taking every opportunity to leverage economies of scale across the Government of Canada. From an operational perspective, we are supporting a significant number of projects in cooperation with our partners which will help streamline IT operations.
As part of our ongoing commitment to protect the environment and improve the quality of life of Canadians, we will work to reduce the environmental impacts of government operations and promote environmental stewardship. As a new department, we are creating a dynamic corporate culture – one that builds on a broader Public Service ethos to embrace innovation as part of its brand.
SSC employees have been given an amazing opportunity to contribute to fundamental change in how IT infrastructure in the Government of Canada is managed and delivered. Maintaining and improving existing levels of service to our 43 partners organizations will be SSC’s primary focus in 2012-13.
In the course of implementing those plans, our transformative projects will see a consolidation and standardization of the government’s email systems, data centres and networks. The creation of SSC also provides an opportunity to standardize optional IT services for the benefit of all departments. The Government of Canada uses over 100 different email systems, with SSC’s 43 partner organizations using approximately 63 assorted systems. Approximately 81% of Government of Canada departments use Microsoft Outlook, 6% use LotusNotes, and 13% use Novell Groupwise. Departments maintain the Government Electronic Directory Services (GEDS), the repository of employee contact information. SSC’s objective is to move our partners towards one secure, reliable and cost-effective email system.
Most of the government’s data centres are managed and maintained independently by separate departments with varying levels of fiscal resources. SSC’s objective is to reduce the number of data centres across our partner organizations to fewer than 20 modern, secure and reliable centres. There are currently hundreds of overlapping and uncoordinated electronic networks providing voice and data telecommunication services to over 300,000 users across the Government of Canada. In one Government of Canada building (Montreal’s Guy Favreau Complex) there are nine different networks serving multiple government departments. Switching from Centrex phones to Voice over Internet Protocol telephone networks will generate immediate savings. SSC’s objective is to design and build an integrated telecommunications network to support Government of Canada operations from coast to coast and internationally.
SSC is taking important steps to protect the integrity, accessibility and reliability of the Government of Canada’s IT infrastructure, and the personal information of Canadians. Challenged by an increasingly complex cyber threat environment, SSC has committed to working with Communications Security Establishment Canada (CSEC) in 2012-13 to identify standards and opportunities to protect and improve our infrastructure.
Canada and the United States are pursuing a Shared Vision for Perimeter Security and Economic Competitiveness with a joint action plan.
While working to maintain a strong perimeter and resilient IT infrastructure, SSC will follow IT security best practices and look for opportunities to consolidate incident and threat management, and firewalls, and remove logistical barriers between departments.
Government of Canada IT operations support the delivery of programs and services which Canadians depend upon. Maintain and improve the delivery of IT infrastructure services to the Government of Canada through an enterprise approach. Establish governance mechanisms and implement partnerships to clarify accountability, and adopt enterprise approaches for the management of IT infrastructure services. The Main Estimates of 2012-13 represent the first expression of SSC’s business context.
Parliament has entrusted SSC with a total budget of $1,740.8 million for the fiscal year 2012-13. Additional information provided shows that, out of the money received from Appropriations, $434 million dollars is for salary dollars, $871 million dollars is for operations and maintenance and $68 million dollars is for capital. SSC is now developing its Investment Plan, including the key planning processes of prioritization and oversight.
Economic Action Plan 2012 demonstrates the government’s commitment to introduce measures to return to a balanced budget by 2014-15. Specific initiatives that we will undertake to achieve our budget commitments are, first and foremost, our major consolidation initiatives. Government Enterprise Network Service (GENS) – Implementation for Human Resources and Skills Development Canada (HRSDC) and Citizenship and Immigration Canada (CIC) will consolidate their Wide Area Network (WAN), Local Area Network (LAN) and VoIP technologies to achieve significant overall telecommunications savings and reduced spending. Converged Network Services – Savings will result from the consolidation of network services for Local and Wide Area Networks across all 43 partner organizations. Voice Services – Savings will be harvested through consolidated Toll-Free, Long Distance and Teleconferencing services contracts.
Network Equipment Services – Centralized and more efficient network equipment component purchases across SSC will result in efficiencies. Secure Channel Network (SCNET) – Reductions in costs will result through contract renewals, the sharing of connections and the removal of redundant dedicated access circuits.
Data Centre and Telecommunications Professional Services – Savings will be achieved through optimization of professional services contracts for Telecommunications and Data Centre procurement. Email Consolidation – Cost savings will be realized through the consolidation of email services and the consolidation of licensing renewals. As we continue to shape and build our new department from the ground up, our focus remains on ensuring that we have the right leadership and the right people, and that our resources are focused in the right areas at the right time. We are fortunate to have talented employees who bring with them the skills and best practices from other organizations that we can leverage to help create a departmental culture based on service excellence, innovation and value for money. Setting up a new organization and integrating over 6,000 employees from our 43 partner organizations, and pursuing our transformational agenda means that our work and workplace will evolve over time. SSC is now completing a staffing plan that will provide an overview of our current human resources.
Other public jurisdictions and private sector organizations have learned how important it is to pay special attention to human resources and the development of a positive organizational culture in times of significant transformation. To respond to these challenges, we have developed a Workforce Management Strategy (WMS) that will help us to recruit, develop and sustain a productive and diverse workforce able to adjust to evolving business needs. Continuously engage employees, bargaining agents, and our partner organizations on transition and transformation.
A circular graph demonstrates the six components of the Shared Services Canada's Workforce Management Strategy (WMS).
Development of an interim SSC HR plan, as well as a comprehensive plan for the following three years (2013-16).
Apply a collective talent management approach and recruit and retain high-performance employees. Develop Performance Learning Agreements that are aligned with SSC priorities and business needs.
As a new department, it was important for us to put in place an organizational structure that mirrors our mission to serve as a horizontal IT organization that enables the delivery of critical Government of Canada programs and services to Canadians. Our President and Chief Operating Officer provide strategic direction and operational leadership via SSC’s four branches. SSC’s governance committee framework is designed to ensure rigorous business and resource management and to support the fulfillment of our dual mandate.
The delivery of ongoing IT infrastructure services to SSC partner organizations and the effective implementation of new services is our operational focus (Operations Committee (OC)). SSC’s business model is based on a Plan and Design, Build, Operate, and Manage paradigm. Ultimately, the model provides an end-to-end view of IT infrastructure services for the Government of Canada and aligns our IT strategy with the business strategy of our 43 partner organizations. In 2012-13, SSC will focus on 27 priority activities across our Plan and Design, Build, Operate, and Manage pillars. A diagram represents the relationship between Shared Services Canada’s Program Alignment Architecture and its Business Model. The bottom portion image shows that the two programs are supported by Shared Services Canada’s four pillars of our Business Model (Plan and Design, Build, Operate, and Manage). A forward-pointing arrow graph demonstrates the interdependency of work responsibilities between the Plan and Design, Build, and Operate pillars and shows that each are supported by the Manage pillar.
The Plan and Design pillar is about identifying ways IT can best contribute to the achievement of Government of Canada objectives. Transformation, Service Strategy and Design (TSSD) branch generally aligns with the Plan and Design pillar of the SSC Business Model.
Primary responsibility for the activities within the Plan and Design pillar generally falls within TSSD. SSC is providing IT infrastructure support to PWGSC’s Pay Modernization and Pay Consolidation projects. The focus of the Build pillar is on execution – delivering IT projects on time and within budget that meet business needs and can be seamlessly implemented within the current operational environment.
Because SSC will support, for many years to come, any IT infrastructure it builds today, it is critical that we adhere to architecture standards established during the Plan and Design phase. Projects and Client Relationships (PCR) branch is responsible for managing the Build component of the SSC business model (see Appendix C: Our Branches, for more details). The Operate pillar is concerned with the daily delivery of IT infrastructure services to our 43 partner organizations.
The day-to-day delivery of IT services to our Government of Canada partners affords SSC excellent visibility into operational issues our partners may face.
SSC’s first Report on Plans and Priorities (RPP) identifies our four primary organizational priorities for 2012-13. Continue to implement IT projects inherited from our partners and work closely with them to identify consolidation opportunities.
Identify opportunities to remove barriers between departments to improve the effectiveness of IT security. Develop initial plans to consolidate data centres and networks in a whole-of-government approach. Identify an enterprise-wide email solution in preparation for transition and implementation planning phases beginning in the next fiscal year. Establish governance mechanisms and implement partnerships to clarify accountability, and adopt enterprise approaches for the management of IT infrastructure services. Implement efficient and effective business management processes and services in support of the SSC mandate. This is an image of the organizational chart as it appeared in the approved Shared Services Canada Integrated Business Plan 2012-2013. Archived DocumentInformation identified as archived on the Web is for reference, research or recordkeeping purposes.
This report presents the results of a performance audit conducted by the Office of the Auditor General of Canada under the authority of the Auditor General Act.
A performance audit is an independent, objective, and systematic assessment ofA how well government is managing itsA activities, responsibilities, and resources. Performance audits are planned, performed, and reported in accordance with professional auditing standards andA Office policies. The level of tax debt is driven by the economic climate, tax policy, and taxpayer behaviour, as well as by the Canada Revenue Agencya€™s efforts to assess and collect taxes in a timely manner. InA 2006, we reported that the Agency had not made satisfactory progress on recommendations from our 1994A audit related to tax debts.
Our current audit examined how the Agency implemented its action plan to address the recommendations we made inA 2006 on the more important weaknesses we had identified. The mission of the Canada Revenue Agency is to administer tax, benefits, and related programs and to ensure taxpayer compliance, on behalf of governments across Canada. Overall, the Agency has made satisfactory progress on the issues raised in our 2006A audit. The Agency has taken timely collection action on more than 85A percent of files over $1A million, exceeding its target. While the Agency has developed several new models to assess outstanding accounts of individuals for risks to the collection of income tax debts, it did so without first evaluating the effectiveness of its existing methods. The Agency has identified and collected the information it needs to analyze the makeup of the tax debt.
The Agency has significantly more comprehensive and complete management information than we reported inA 2006. 3.1 The mission of the Canada Revenue Agency is to administer tax, benefits, and related programs and to ensure taxpayer compliance, on behalf of governments across Canada. 3.2 In addition to collecting federal income taxes, Employment Insurance premiums, and Canada Pension Plan contributions, the Agency has agreements with all provinces, except Quebec, to collect provincial income taxes on their behalf.
3.3 The level of tax debt is driven by the economic climate, tax policy, taxpayer behaviour, and the Agencya€™s efforts to collect taxes in a timely manner.
3.5 Timely collection of overdue accounts is important, because it is the final element in taxpayer compliance.


3.6 Unlike private businesses, the Agency does not choose its clients based on their credit-worthiness.
InA 2010, the Agency began collecting harmonized sales tax (HST) for British Columbia and Ontario.
3.11 InA 2011, we found that the Agencya€™s overall progress against our recommendations was satisfactory for governance, organizational capacity, and project risk management.
3.13 We looked at how the Agency implemented its action plan to address our recommendations.
3.14 More details about the audit objectives, scope, approach, and criteria are in About the Audit at the end of this chapter. 3.15 When a tax debt arises, the Agency uses its account management tools to start working on the account. 3.17 During that first 90-day period, there are certain actions that the Agency may take, under specific circumstances. 3.19 A second risk assessment prioritizes and assigns accounts within the National Inventory. 3.20 Once Canada Revenue Agency collectors begin work on collecting the debt, they decide when and how to take action on an account and how to focus their activities. 3.21 InA 2006, we recommended that the Agency improve its account management, because we found that action on accounts was not timely, and that accounts were aging (outstanding for a long time).
3.23 Based on the Agencya€™s action plan to address ourA 2006 recommendation, we examined how the Agency implemented actions to improve its account management.
3.24 In addition, some collectors now specialize in certain types of accounts, for example, bankruptcies. 3.25 InA 2010, the Agency introduced an interim computer application to gather and summarize information from a multitude of computer systems, to reduce the need for time-consuming, repetitive actions by the collectors. 3.26 The Agency has automated systems that calculate risk to determine how to prioritize an account. The Canada Revenue Agency should improve the account management tools the collectors have at their disposal. Unsatisfactorya€”Progress is unsatisfactory, given the significance and complexity of the issue, andA the time that has elapsed since the recommendation was made.
3.28 The Agency has specific policies and procedures, as well as quality assurance standards, for handling large accounts.
3.29 For all the accounts we looked at, we reviewed whether the Agency was acting to collect the debt in a timely manner. 3.34 As mentioned previously, the Canada Revenue Agency can apply more than one risk assessment to a tax debtor account.
3.36 The Agency agreed with our observations, and indicated that its Integrated Revenue Collections (IRC) project would address these concerns.
3.38 We also reviewed and analyzed IRC project documentation and compared the progress made to the expected results in the Agency action plan.
3.39 After our 2006A audit, the Agency made a commitment to improve its risk scoring process for personal and business risk scores. 3.41 In its efforts to improve the collections process, the Agency obtained external data from a credit bureau. 3.42 We noted that the Agency developed new risk scoring models before evaluating the effectiveness of its pre-existing risk scores.
The Canada Revenue Agency should establish a more comprehensive automated risk-scoring system for tax debts, update the risk scores on an ongoing basis, and use the risk scores to prioritize workload throughout the collections process. 3.44 Risk scoring is important, because it guides decision making for important steps in the collection process. 3.45 InA 2006, we found that management at the Canada Revenue Agency lacked information on why the tax debt was growing. 3.46 To assess whether the Agency had improved its performance in this area, we reviewed and analyzed action plans, research, and other Agency reports. 3.47 We found that the Agency has improved its data collection to better understand the makeup of the tax debt. 3.49 The Agency has broken the growth down by revenue stream and has provided some analysis on the reasons for the growth of the tax debt.
3.52 The Agency has identified and collected the data it needs to analyze the makeup of the tax debt.
3.54 We reviewed the documentation on research done sinceA 2006 on the makeup of the tax debt. 3.55 The Agencya€™s research on collections is extensive and ranges from narrow tactical analyses, to improve risk scores, to high-level strategic research, to establish an overall picture of the tax debt. The Canada Revenue Agency should identify and collect the data it needs to analyze the makeup of its tax debt and to develop better collection strategies.
3.58 A comprehensive research plan that reports on the status of all recommendations would allow the Agency to keep track of its progress and document the reasons why it would or would not implement a recommendation. 3.59 We found that the Agency has conducted valuable research, and made some important changes, but it has not followed up on or addressed all of its strategic recommendations. 3.61 In addition to following up on ourA 2006 audit, we looked at a new development that may affect future collections and that is related to the makeup of the tax debt. 3.62 Following this decision, Parliament amended sectionA 222 of the Income Tax Act and sectionA 313 of the Excise Tax Act. 3.64 The Agency provided us with an overview of the steps it has taken with respect to the upcoming deadline. 3.65 Since a permanent solution will not be in place in time, the Agency has identified accounts that may need to be considered because of their age and characteristics (to determine whether they will continue to be collectible). 3.67 InA 2006, we found that the Canada Revenue Agency lacked the management information necessary to guide collection efforts and to demonstrate that it achieves its objectives. 3.68 Based on the Agencya€™s action plan to address ourA 2006 recommendation, we examined how the Agency implemented actions to improve its management information.
3.69 The Agency expanded and improved its quality assurance (QA) program, which provides additional information to management. 3.70 InA 2006, we found that management did not have the necessary performance information to determine the results of its collection efforts.
3.71 SinceA 2006, the Agency has added more performance measures, and it now includes measures in its annual report to Parliament that it had not reported in the past. 3.72 The performance measures currently used by the Agency in its Annual Report to Parliament include tax services office production, dollar value of tax debts over fiveA years old, and percentage of individuals and corporations who paid their reported taxes on time.
3.73 Recently, the Agency participated in an international benchmarking study that was initiated by its counterpart in the United Kingdom, Her Majestya€™s Revenue and Customs (HMRC).
3.74 The Agency was able to provide data on its performance to HMRC for the study, but it does not use this data in its external or internal reporting. 3.75 The Agency developed a Collections Program Logic Model to link its resources, actions, and desired outcomes. 3.76 We found that the Agency has made significant improvements in its management information.
3.79 The Agency now has much more information about the makeup of the tax debt, which is a major accomplishment. All of the audit work in this chapter was conducted in accordance with the standards for assurance engagements set by The Canadian Institute of Chartered Accountants. We followed up on the commitments and deliverables made in the action plan that the Agency presented to the Public Accounts Committee inA 2006, to determine whether the Agency has made satisfactory progress against the recommendations in our 2006A audit. When parts of a recommendation have not been fully implemented, or when the Agency took a different approach altogether, we looked at what the Agency did to address the observations, to determine whether the risk was mitigated.
We analyzed data relating to the management of undisputed GST, personal, and corporate tax debts ranging in value from $1A million to $10A million. To confirm our understanding of the information we received, we interviewed Agency staff at various levels and locations.
The Agency has collected the data it needs to analyze the makeup of the tax debt and to develop better collection approaches. The Agency has significantly improved its management information to guide its collection efforts, strategies, and decisions. The Agency has performance measures that demonstrate that the collection program is achieving its objectives. For information, please contact Communications at 613-995-3708 orA 1-888-761-5953 (toll-free).
3.33 The Canada Revenue Agency should follow its procedures for danger of loss reviews on large files. 3.60 The Canada Revenue Agency should develop a methodology to track and monitor its recommendations from its research to ensure that they are all followed up. 3.66 The Canada Revenue Agency should implement a permanent solution to ensure that it does not lose the right to collect accounts that will be affected by the new limitation on tax debts, and it should report its results to stakeholders. 3.77 The Canada Revenue Agency should improve how it measures the results of its collection efforts to guide its decision making and to provide better information to stakeholders on its success in meeting its stated objectives. Garnisha€”The action by Canada Revenue Agency of intercepting funds payable to the taxpayer by a third party, such as wages or other income sources.
Danger of loss reviewa€”A review conducted to determine whether the collection of an outstanding debt would be jeopardized by a delay. Jeopardy ordera€”An order that allows the Agency to begin collection action immediately, without waiting for 90A days or for an appeal to be settled. It ensures that any negative environmental effects are identified and measures developed to mitigate those effects.
Our goal is to ensure that Canada's Capital Region is a source of national pride and significance. Our facility provides you with the ability to study water quality deterioration in old pipes, determine the mechanisms of deterioration, and provide solutions to maintain the water quality in existing distribution systems. In addition, our testing facilities are designed to help you assess life cycle and performance in key infrastructure: helping you to improve product lifespan, prevent or pre-empt costly repairs, and identify the optimum approach and materials to be used for infrastructure rehabilitation and maintenance. It is not subject to the Government of Canada Web Standards and has not been altered or updated since it was archived. This includes clear responsibilities for staffing within HRB, in regions, across sectors and agencies. HRB will use this information to report to the PSC in the 2011–2012 Departmental Staffing Accountability Report. The Branch will develop an accompanying communications strategy to ensure that HR advisors and subdelegated managers are fully aware of, and can easily refer to, the document outlining these responsibilities.
HRB will engage regional HR directors to ensure that comparable training is being provided in the regions.
HRB will also present the results of IC's 2009–2010 Departmental Staffing Accountability Report assessment to staffing advisors, Strategic HR Management Committee and Management Committee members. HRB will increase activity to ensure that this obligation is well understood, and will provide support and advice, including a documented challenge function, when improvements are required. That's why DFO is planning the way ahead with a clear vision, objectives and priorities, and that is the purpose of the 2005 Strategic Plan - Our Waters, Our Future. There is also considerable economic potential in the traditional fishing and aquaculture industries which amount to over $4.5B in fish exports.
I am grateful to the many employees across the country whose efforts contributed to the development of this Plan.
By focusing on our key priorities, we can build a stronger DFO and help ensure that Canada's oceans and freshwater resources will be healthy and safe in the years to come.
Sound financial management, integrated planning and reporting, and integrated risk management and management accountability are all important changes that are leading to a better working environment at DFO.
In providing our many services, DFO's core operational responsibilities touch on the lives of many Canadians. DFO's future will include expenditure reviews and reallocation of resources to meet the government's highest priorities and ensure efficient use of taxpayers' dollars. The 2005 Plan sets out objectives and priorities for Fisheries and Oceans Canada (DFO) for the next five years and establishes a renewed vision and mission. The Plan confirms DFO's mission to deliver to Canadians: Safe and Accessible Waterways, Healthy and Productive Aquatic Ecosystems, and Sustainable Fisheries and Aquaculture. DFO is a national and international leader in marine safety and in the management of oceans and freshwater resources. The Department will focus on a number of core policy priorities that are critical to DFO's ability to deliver on the OAP. The following diagram outlines how the vision, objectives and priorities fit together to fulfill DFO's mission.
Fisheries and Oceans Canada has revisited its values to ensure they align with these public service values and remain relevant and consistent with the Department's strategic direction.
With an exceptional understanding and interest in Canada's North, Tom's accomplishments help achieve all facets of the Coast Guard vision from protecting the aquatic environment, to safety, to scientific excellence. Lucius is an Oceanographic Electronics Technician who works aboard research vessels in the Pacific Region. With growth in the social, environmental and economic importance of the North, and issues such as increased oil and gas exploration, foreign overfishing, fisheries renewal and aquaculture development, interjurisdictional co-operation and clarification will become increasingly important.
Within DFO and across the federal government, the focus will be on making significant progress in delivering key commitments under each of the four pillars of the OAP.
Elaine conducts activities as part of DFO's offshore surveillance detachment in the Newfoundland and Labrador Region. Ultimately, the fisheries management program will become more strategic, flexible and responsive to the needs of departmental clients. The Fisheries Renewal agenda includes three streams of work to enable program and legislative renewal while putting in place the necessary operational supports.
Atef Mansour's work with both DFO and Memorial University in Newfoundland contributes to DFO's ability to make science-based decisions with regards to aquaculture. It also enables the CCG to continue to strengthen its relationship with the rest of DFO and deliver critical services to all clients, while positioning it to play an enhanced support role with the developing national security agenda.
Implementation of a renewed program will be supported by the realignment of the Science budget, including strategic investments to better address the highest priorities.
Supporting the transfer of licences and providing First Nations with socio-economic information, Carla contributes to DFO's work around Aboriginal Policy & Governance. It identifies our priorities, outlines our planned activities and demonstrates the alignment of our resources.
Our critical focus is on making sure we have the right leadership and the right people and that our resources are focused in the right areas at the right time. At the same time our department will be a major contributor to the achievement of critically important and innovative Government of Canada transformative work such as the Perimeter Security Defence Project and the Transformation of Pay Administration initiative.
Together, we are creating a different kind of department; one that aims to be a model for others to follow. Fulfilling our plans and activities in 2012-13 will help to lay a solid foundation to support the operations of a 21st Century Public Service.
You are contributing to the establishment of a new and unique whole-of-government approach that is building the modern platform for government operations and service delivery to Canadians.
We look forward to the challenge of meeting those expectations through our work to support modern Government of Canada programs and services that are integrated, cost-effective and accessible for Canadians. Shared Services Canada (SSC) is renewing the Government of Canada’s information technology (IT) infrastructure to help modernize our operations. In the process, we are establishing an organization that will be consistently agile in order to meet the changing needs of our partners and harness the opportunities that evolving technology will present. We are also beginning to build the solid foundation upon which our operations will be renewed in order to meet the changing needs of tomorrow’s public service.
Today, to help streamline and modernize IT operations, we’re supporting a significant number of projects in cooperation with our partners. In 2012-13, we will identify a single email solution and initiate a competitive procurement process. Our department has launched a new and innovative approach to deliver a technology platform for a 21st Century Public Service – one that is modern, reliable, secure and cost-effective. Today, in unprecedented numbers, they depend upon the Government of Canada’s IT infrastructure to quickly and efficiently access programs and services.
Over the years, that infrastructure has become increasingly fragmented, as well as costly to manage and maintain. These plans are founded on proven models from other public sector jurisdictions and industry.
The result will be a single email service that will cost less, improve accessibility for Canadians, businesses and Public Servants, and improve security. For example, the Government of British Columbia began its consolidation in 2002 and reduced the number of its data centres from over a hundred to two data centres by 2011.
With a focus on service and quality, we will be purposeful in our investments, relentlessly pursuing common standards and efficiencies. Our combined and complementary abilities will lead to better coordination and collaboration, and will result in more integrated approaches and solutions from a service delivery centre of excellence. Under the umbrella of that dual authority, we are responsible for providing our 43 partner organizations with modern, reliable and secure IT infrastructure services that are cost-effective and which contribute to a greener government. Our partners have developed many innovative processes, principles and tools over the years and we will mine that expertise and leverage best practices. At SSC, our three key objectives are to maintain operations, generate savings and transform the Government of Canada’s IT infrastructure. To that end, we are supporting our partners in a number of projects that will help to prepare for the successful transformation of the government’s IT infrastructure. In 2012-13, we will be launching the renewal of the Government of Canada’s IT infrastructure. The Report of the Auditor General of Canada (2010) raised concerns about aging IT infrastructure in the federal government.
With the launch of our renewal initiatives, we are taking a major step forward in the modernization of how the Public Service operates.
Through the initiation of our ambitious multi-year plans, however, we will also begin to build the solid foundation upon which our operations will be renewed and projects delivered in order to meet the changing needs of tomorrow’s Public Service. This year, we will identify a single email solution and initiate a competitive procurement process. Going forward, optional services will be aligned with the operational standards and transformation agenda adopted by SSC.
With no common standards across the Public Service, compatibility is limited and interoperability is a major issue.
Many departments also have multiple versions of these applications and have adopted a variety of rules and practices to manage them. Labour-intensive modifications to GEDS are required each time an employee accepts a new position. These facilities were developed over many years in response to the independent service demands and requirements of individual departments.
Consequently, some data centres are operating with out-of-date heating and cooling systems that are often less energy efficient and require reoccurring maintenance costs. Some data centres have excess computing capacity that remains unused while others are straining to meet demand.
With our mandate to consolidate and operate data centre, network and email services, public servants and Canadians can anticipate that our department will develop and apply stringent and modern security policies and best practices. We will also validate disaster recovery capabilities for the mission critical systems that we operate and we will work with the Chief Information Officer branch of the Treasury Board of Canada Secretariat (TBS) and our partners to develop an enterprise view of disaster recovery and business continuity. There are 32 discrete projects associated with implementing the action plan, and SSC will play a part in the vast majority of them. This will improve workflow and allow public servants to be more collaborative and achieve better results for Canadians. For the first time, a government-wide approach will be applied to IT infrastructure and network operations. As it stands, the government runs 100 different email systems for its employees and it operates over 300 data centres across the country, which store data and computing equipment for departments. We have inherited IT infrastructure from 43 partner organizations and continue to offer services to 120 departments. Our department brings together resources from 43 partner organizations into a single entity. Of the money received from Vote Netted Revenue, $143 million dollars is for salary and $225 million dollars is for O and M. The vast majority of the funding is allocated to the Operations branch and active projects in keeping with one of our main priorities – maintaining and improving IT operations across our 43 partner organisations. By the end of the year, we will have approved project selection and control frameworks, conducted our Organizational Project Management Capacity Assessment (OPMCA), and requested our delegated project management authority from the Treasury Board. Like other departments and agencies, SSC has an important role to play in supporting the government in those efforts. In the short-term, we will capitalize on the savings that are achievable through increased efficiency, better pricing, and reductions in duplication that become possible when you consolidate operations across 43 partner organizations. These are the early savings that can be achieved prior to the full initiative which will consolidate email across our 43 partner organizations. The fact that our workforce is dispersed across Canada adds further complexity and we appreciate the operational and organizational challenges that accompany that reality. An important tool in the development of future staffing strategies, the staffing plan will provide assistance in identifying contingency plans should a gap exist between desired staffing levels and available resources.
That is why we have focussed particular attention on the transition of our people to the new organization, the manner in which they are deployed within the organization and their alignment with mandated initiatives. Consequently, SSC’s matrix structure is designed to foster and support collaborative management that is outcomes focused. It sets strategic direction and priorities (Senior Management Board (SMB)), institutes excellent business practices (Corporate Management Committee (CMC)), supports transparent project planning (Investment Review Board (IRB)), ensures service alignment (IT Service Management Advisory Committee (IT SMAC)) and provides oversight (Audit and Evaluation Committee (AEC)).
SSC transformational committees provide vision and planning leadership (Business Transformation Committee (BTC)) and serve as forums to garner advice and formulate direction regarding the development of new systems and services (IT Business Transformation Advisory Committee (ITBTAC)). The Plan and Design, Build, and Operate pillars correspond to the first part of the program. TSSD is responsible for the creation and implementation of strategies for IT infrastructure transformation (see Appendix C: Our Branches, for more details). These projects are part of the Transformation of Pay Administration initiative, which is a major component of the organizational transformation strategy for the Government of Canada. SSC will work with all of our partner organizations to develop IT infrastructure solutions and integrate them into our partners’ operations. The Build function requires the ongoing engagement of its 43 partner organizations in order to understand their needs and successfully track and deliver projects. It involves ongoing interaction with them to ensure that their business is effectively supported by SSC-managed infrastructure. It includes the structures and processes for setting direction, establishing standards and principles, and prioritizing IT investments that leverage technology to provide value to our partners. We are putting in place rigorous management processes that will help to mitigate risks with our infrastructure consolidation and renewal initiatives and which will provide the ability to adjust quickly.
By honouring its commitments to our partners and delivering service improvements, SSC will build a reputation of service excellence. The expected result, commitment strategy and performance indicator(s) are represented for each commitment.
In Canada, the vast majority of taxes are paid to the Agency on time, without intervention.
Where the plan varied from our recommendations or the Agency had modified its action plan, weA considered whether the actions taken addressed our original underlying observations.
Details on the conduct of the audit are provided in About the Audit at the end of the chapter.
As Canadaa€™s tax administrator, in addition to protecting Canadaa€™s revenue base, one of the Agencya€™s primary goals is compliancea€”ensuring that taxpayers meet their obligations. If taxpayers are not convinced that the Agency will take action to collect taxes owing, compliance will decline. It has also delayed the completion of work to improve how it assesses collection risks related to business accounts. For example, it can now break down the debt by tax, interest, and penalties and by revenue stream, such as GST or payroll deductions. However, it has yet to finish developing additional performance measures to show the extent to which it is meeting its program objectives.
One of the Agencya€™s primary goals is to ensure that taxpayers meet their obligations, while protecting Canadaa€™s revenue base.
In Canada, 94A percent of individuals and 90A percent of corporations pay their taxes to the Agency on time and without intervention. In the 2011a€“12A fiscal year, the Agencya€™s budget for collecting tax debt was $242.6A million. If taxpayers do not believe the government will collect overdue taxes, they may be less motivated to pay. It cannot charge higher interest rates or refuse to extend credit based on a poor credit rating. InA 2006, we concluded that the Agency had not made overall satisfactory progress against our earlier recommendations. The economy in the United States has still not fully recovered, and the European economy remains under stress. The Agency initiated the IRC project to help prioritize and allocate collections work according to level of risk. The Agency had completed a benefits measurement plan, with benefits attributable to PhaseA I of the project.
When the plan varied from our recommendations, or when the Agency modified its action plan, we considered whether the actions taken addressed our original underlying observations. However, under the Income Tax Act, the Agency is restricted in the types of collection action it can take within the first 90A days.
Large accounts are subject to a danger of loss review, to see if the taxpayer intends to dispose of assets instead of paying the debt. Some accounts remain unassigned based on their risk ranking; they may be assigned to a collector later, when higher priority accounts have been resolved. We also found that the collections case management system was difficult to use and did not provide collectors with necessary information. Specialization should allow for more effective collection, because the collector would have more knowledge of and experience with a particular type of debtor.
It was introduced because the implementation dates for the IRC case management system were revised. Less complex accounts may receive a reminder letter, while more complex accounts are assigned to a collector. The Agency has introduced many new tools, such as the account summary application and the intranet site. However, the Agencya€™s target for taking timely action is the same regardless of the size of the account. A danger of loss review is important, since it will allow the Agency to act quickly where the taxpayer may be disposing of assets instead of paying a taxA debt.
The first assessment is based on information that exists at the beginning of the process, including past compliance, sources of income, associated accounts, and dollar amount.
For example, we noted that initial risk assessments were not being updated to reflect changes in taxpayer information and risk factors and that workloads were not being prioritized based on risk.
Its action plan included establishing processes to use new risk assessment tools and to build and implement risk models and new risk scores. We considered whether the Agency had reviewed internal or external research to help identify factors that influence risk for accounts receivable.
Its original action plan included developing, testing, and implementing individual debtor risk scores byA 2009 and business debtor risk scores byA 2011. TwoA models have been tested and are in full use, and another model is used on an ad hoc basis.
It intended to combine this data with internally held data on taxpayers to predict the result of collection actions and improve decision making. We also examined whether the Agency was meeting its planned timelines to complete its research.
Agency analysis indicates that the older the debt, the more difficult and expensive it is to collect, since a taxpayer is less likely to have kept funds on hand to pay taxes owing.
It has gathered information through debt management and risk management research, and it has increased its research capacity through the Integrated Revenue Collections (IRC) project.
It was difficult to know what was still outstanding, since there was no way to track its progress.
It is developing an automated system to identify accounts that are subject to the collection limitation period and to ensure that the Agency is complying with the legislative requirements.
The Agency developed an action plan to improve performance reporting tools for all major business revenue lines at the national, regional, local, and collector levels. TheA QA reviews result in ongoing management reports with recommendations for improvements and changes in approach. Performance measures serve twoA broad purposes: program monitoring and improvement, and reporting and accountability. When combined, these measures do not provide enough information on the efficiency and effectiveness of the collections program. Published inA 2011, the study covered all aspects of a tax administrationa€™s business activities. In our opinion, it would be helpful for the Agency to include this type of data in its reporting.
Conceptually, a logic model helps organizations measure what matters, by linking its simplest tasks with complex long-term outcomes. It needs to complete its work on the logic model to measure its performance in collecting tax debt and to guide its decision making. It also needs to develop a way to keep track of its research recommendations more strategically. While the Office adopts these standards as the minimum requirement for our audits, we also draw upon the standards and practices of other disciplines. TheA number in front of the recommendation indicates the paragraph where it appears in the chapter. In addition, it should evaluate whether having one target for taking timely action for all accounts, regardless of size, is appropriate.
As noted in the report, the Agency does take action on a timely basis so that any risk of loss is clearly identified on all large files, and its quality control results exceed expectations in this area. As noted in this report, the Agency has implemented many changes originating from the research it conducted. As noted in this report, the Agency has already begun work on the development of a permanent automated solution to address limitation periods for tax debts.
Once an appeal has been filed, the Agency cannot take collection action on the account, except under some special circumstances. Usually, once a garnishment action is started, it will not be withdrawn, unless the taxpayer pays the full balance or provides evidence that the action causes undue financial hardship.


The Minister must apply to the Federal Court or a provincial superior court for a jeopardy order, for authorization to take action.
Ideally, environmental assessments are initiated as early as possible in a project’s planning process.
It can also be used to test and develop drinking water treatment processes, advanced infrastructure materials and innovative monitoring techniques. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As an SOA it will be in a better position to support the Department in meeting important government priorities, including Marine Security, the Strategy for the North and the Oceans Action Plan, and to provide high quality services to Canadians. Moreover, safe and accessible waterways are of critical importance to hundreds of communities whose prosperity is directly tied to marine transportation.
With its guidance, we will continue to work as a team, with the support of our many partners, to put this Plan into action and provide essential, quality services to Canadians. While we will need to re-evaluate our progress along the way, I am optimistic that, equipped with this plan, we will have the focus and momentum we need to meet our strategic objectives and achieve best results for Canadians in the coming years. It includes profiles of DFO employees from across the country and aims to help departmental employees identify how their work fits into the bigger picture. The Department's activities and presence on Canadian waters help to ensure the safe movement of people and goods. It will help the Department respond in a focused, effective and innovative way to the challenges it faces.
Atef is currently involved in studying fish husbandry and stress, fish physiology and fish health in aquaculture.
However, obstacles, such as a cumbersome regulatory framework and trade barriers, keep Canada from realizing its potential. There is also a need to examine a strategic investment and refurbishment of equipment to reinforce the Coast Guard's infrastructure.
The plan sets the stage for the renewal of the Government of Canada’s information technology (IT) infrastructure in a context of service excellence, innovation and value for money.
Equally important for SSC is putting in place the appropriate business controls to ensure both assurance and flexibility. Our whole-of-government approach is supporting IT infrastructure improvements which will underpin modern programs and services that are more secure, cost-effective and accessible for Canadians.
We will also ensure the operational integrity of current data centres and networks and develop strategies to consolidate the data centres and rationalize our networks.
As a significant enabler of the business of government, our IT infrastructure provides reliable, innovative and cost-effective service delivery for government departments on a daily basis. We have identified early savings that contribute to SSC’s Economic Action Plan commitments.
Furthermore, our efforts to consolidate IT services and assets will strengthen the government’s efforts to reliably and securely protect the information of Canadians. Collaborating and maintaining an open, transparent and meaningful dialogue with industry on IT modernization will also be a critical component of our success. This is delivering early results and helping to contribute to the government’s efficiency efforts. Working collaboratively with our partners, we are identifying an email solution and developing initial plans to consolidate data centres and networks in a whole-of-government approach. Working together as a community, we will deliver service excellence, innovation and value for money as we build a modern, reliable and secure IT platform for the Government of Canada. In the process, we will be fully harnessing the power of IT, keeping apace of technological change and improving security across the government enterprise. During 2012-13 we will also ensure the operational integrity of current data centre and network operations and develop our strategies to consolidate data centres and rationalize our networks and telecommunications. It is time-consuming and expensive to negotiate and pay for the various licenses and to maintain and support these systems.
Information errors can result which further impedes access to government information and services by Canadians.
Most data centres also have independent reliability and security standards resulting in a variety of service contracts and requiring multiple service teams.
By improving security across the government with this work, SSC is supporting the introduction of important security measures in places such as Canada’s borders. Further, SSC’s work will contribute to Government of Canada emergency preparedness strategies and plans. Across Canada today, there are thousands of network connections and firewalls that link together hundreds of thousands of users and devices. We are currently working on developing appropriate governance mechanisms and different partnership arrangements to engage departments to clarify accountability and adopt enterprise approaches for the management of IT infrastructure. We will adopt best practices and implement administrative processes and services that are sound, efficient and effective for the operation of a new organization that must meet the needs of a diverse and complex client and stakeholder community.
Some of that revenue will be transferred to SSC by our partner organizations while the balance will be generated from the provision of optional IT services to Government of Canada organizations on a cost-recovery basis. 7% of our total budget is earmarked for the delivery of our Internal Services, a percentage that is very lean by both government and private sector standards and which mirrors industry best practices.
Implementation of Investment Planning governance and oversight processes will help us to effectively maintain and transform IT infrastructure for the benefit of our partners and demonstrate prudent and transparent use of public funds.
As we build our internal services capacity, we will make the best use of technology and systems to keep our costs down. SSC will use the plan to continue to build a workforce that reflects Canada’s cultural diversity and to ensure that our organization consistently reflects our employment equity values. We recognize that our employees are an invaluable resource and we are committed to a range of activities that include establishing effective HR structures and placing an emphasis on strong talent management throughout our department. They enable us to consult and be informed by leading experts regarding business priorities and direction (Senior Advisory Council (SAC)) and IT standards (TBS-SSC IT Standards Committee). This comprehensive business approach ensures maximum operational stability within existing systems while facilitating incremental change. The transformation of pay administration will ensure the long term sustainability of the Government of Canada pay administration system and services, and contribute to a more effective and efficient Public Service offering better value to Canadians. We will closely monitor progress towards our goals to support continuous alignment of priorities, plans and delivery.
While the Office may comment on policy implementation in a performance audit, it does not comment on the merits of a policy. Further, the Agency lacked information such as performance measures and strategies, fundamental to assist with managing tax collection. Under the Canada Revenue Agency Act, the Agency is responsible for enforcing the Income Tax Act and the Excise Tax Act. Under a new national approach, collectors can work on accounts from anywhere in the country, so work can be assigned where collectors are available instead of being delayed by bottlenecks in the busier offices.
We note that it may be appropriate to set a higher target for collection action for larger files.
The federal government pays each province the total amount assessed for its provincial income taxes and takes on the risks associated with collecting any outstanding amounts.
However, even though most taxpayers pay what they owe on time, there is always a balance of unpaid taxes and payroll deductions that accumulates over the years.
There are additional staff at the Agencya€™s headquarters who do research for a number of program areas, including collections. However, the Agency does have legislative abilities that private organizations do not have, such as the ability to garnish a debtora€™s source of income to collect taxes owing, without a court order. Risk assessment of debtors lacked sophistication, and fundamental information for managing tax collection (such as performance measures and strategies) was missing.
It had initially lacked details on when benefits would be achieved; however, inA 2010, the plan was refined and approved. Accounts that are more complex or difficult to resolve may be routed to senior collections officers for higher-level enforcement action.
Accounts that do not require face-to-face action may be assigned to a collector in any geographic location.
If an account is assigned to a collector, the new application shows any other associated accounts. It also improved how workload is handled with the National Inventory, and it now allows collectors to specialize. The Agency defines timely action as action or follow-up without extended delays, unless there is a concrete reason. We question whether the Agency has set its target appropriately; for larger accounts we would have expected the Agency to have higher targets as the size ofA the debt increases. The Agency uses this information to determine the most effective and efficient approach to collect the taxA debt. In theA 2006a€“07 Annual Report to Parliament, the Agency indicated that it had decided to defer work on business debtors (corporations) after it was found to be cost prohibitive.
A fourth model is under evaluation, and a fifth was developed to supplement the Agencya€™s primary risk score for automated processes.
For example, the Agency could predict whether a danger of loss review would conclude that an account is in jeopardy. However, we found that it has only recently completed some of the work needed to determine the effectiveness of one of the twoA pre-existing risk scores. The deadline for implementing the changes to business accounts for the goods and services tax (GST) and harmonized sales tax (HST) was revised fromA 2011 toA 2013. While the new data models that the Agency has developed are promising, the overall lack of timely progress is a concern. Debts more than fiveA years old are being identified by collectors due to potential new collectability limitations as discussed in paragraphA 3.61. Despite this progress, tax debt continues to grow, and so the Agency must continue to improve and refine its tools and strategies to deal with it. We noted that changes were made to the original plan but that the reasons for those changes were wellA supported. One example is the recommendation to tailor debt management strategies to counter differences in taxpayer behaviour. Following up and tracking progress would help the Agency to be more efficient with its resources. The Queen, decided that a six-year limitation period applied to prevent the Agency from collecting old tax debts.
This interim work is labour intensive, since collectors are manually reviewing older accounts. The Agency now has better information on the type of account, tax debt inventory, revenue stream, file aging, bankruptcies, and insolvencies. We found that the international benchmarking study contained valuable management information and measures that tangibly demonstrate collection performance.
Completing its work on the logic model would enable the Agency to establish more meaningful performance measures. We chose our sample in accordance with statistical sampling methodology, to provide a high level of assurance that the Agency was following procedures when attempting to collect tax debts. We also conducted interviews with regional program advisors, team leaders, and collections officers.
The Agency will, however, ensure that the documentation on this small number of files reflects these actions in the most comprehensive manner possible. Further, the Office of the Auditor General observed that the Agencya€™s research is extensive, ranging from tactical analyses, to improved risk scores, to high-level strategic research. Existing indicators continue to provide relevant information on program activities, expenditures, and results.
In this chapter, reference to the tax debt means undisputed taxes, unless we specify otherwise. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page. As Minister, I am committed to working closely with people throughout the country to achieve this important work. In carrying out our mandated responsibilities we strive to provide quality services to Canadians. As a sustainable development department, DFO will integrate environment, economic and social perspectives to ensure Canada's oceans and freshwater resources benefit this generation and many to come. It will also help DFO employees identify how their day-to-day work fits into the Department as a whole.
In the process, a leading practice management focus is being engrained in our centre of expertise and will enhance the delivery probability of our initiatives as we move forward. As part of our planning framework, we must consider the most effective way to utilize our existing resources and take advantage of evolving technologies. Once implemented, the service will also be made available to other government departments and agencies on a cost-recovery basis.
The Government of Ontario reports that at maturity, its IT consolidation is saving $100 million annually, which represents 10% of total IT spending and between 20% and 25% of IT infrastructure spending. By building security into new infrastructure from the outset and collaborating with our partners, we will help the government to better understand cyber threats and mitigate attacks.
We have mapped an engagement process that focuses on developing a sustainable and substantive relationship with the private sector. It is about searching for innovative ways that can elevate the entire enterprise’s IT infrastructure.
Additionally, as a key security services delivery organization, we will work collaboratively with other cyber security agencies to enhance information security across the Government of Canada in order to support the implementation of the federal government’s new cyber security strategy.
Furthermore, SSC currently delivers a number of fully managed perimeter defence services to our partners and client departments. These mechanisms directly support the realization of more efficient and effective IT infrastructure service delivery to the Government of Canada.
Another 7% of the total SSC budget has been designated to meet additional in-year operational requirements and to help fund the planning and design of our transformational initiatives.
SSC’s staffing plan will ensure that the right people, with the right skills, are available at the right time. The Agency is working to refine and improve its tools and strategies and to encourage taxpayerA compliance. The federal government earns any interest and penalties collected, but it also incurs the loss if the debt is written off. The Agency did not know the makeup of the tax debt, so it could not tailor its collection strategies accordingly. We note that the Canada Revenue Agency is a large organization, and it takes time to implement significant changes.
Finally, the Agency gathers and reports on its results for both management decision making and for the public. For example, the Agency may assign the account for a company in Toronto to a collector in Halifax, rather than waiting for aA Toronto collector to be available. For example, if a business owes money for payroll remittances, corporate tax, and goods and services tax (GST), when the GST account is assigned to a collector, the application automatically shows all threeA accounts. The Agency collected more of the tax debt that went into the collections process inA 2012 than inA 2006. Whether action is timely depends on the dollar value, known risk, and priorities of other accounts.
While new debt is considered to be easier to collect than older debt, there are other factors that contribute to the risk score assigned to the account. Because of this decision, we focused on whether the Agency tested the effectiveness of its risk scoring systems for individual debtors, and whether it made improvements.
This model has been tested and is being used on an experimental basis, with the goal of developing improved compliance strategies. The value of using this third-party data has been inconclusive, and research with this type of data is ongoing.
If the Agency does not complete the evaluation of the existing risk scores, it will not know if they need changes, and so may not be identifying the taxpayers that it should pursue first. The work originally planned for risk scoring for corporations was determined to be cost prohibitive, so the Agency deferred it. Nevertheless, we found progress in this area to be satisfactory (ExhibitA 3.6 in the following section). In one case, the Agency had planned to conduct research on individual tax debtors, to improve its capacity to analyze such cases. It is taking the Agency a long time to implement some of its recommendations; for example, some fromA 2008 are not scheduled to be addressed untilA 2014. For new tax debts, the Agency can collect for 10A years after the assessment is made, again unless extended under certain circumstances. We are encouraged to see the interim steps that have been taken, but we are concerned with the lack of timeliness of the more permanent solution, which will be more efficient. This is consistent with what we found in our sampling of accounts for danger of loss reviews (paragraphA 3.32). One informative measure that the Agency no longer publicly reports is the cost of collecting $1,000A of tax debt. The Agencya€™s collection approach already includes many of the best practices noted in the study.
At the Agencya€™s headquarters, we met staff in the Taxpayer Services and Debt Management Branch.
The Agency recognizes that there are opportunities to improve how the relevant findings of this research are incorporated into its program planning and reporting processes. The Agency has transitional measures in place that will provide for the effective management of tax debts before the limitation period expires. However, the Agency will, in line with this recommendation, continue its work on performance indicators to ensure that the most appropriate indicators are in place to support program reporting requirements.
Across the country, it operates over 300 data centres; some function well below capacity while others are struggling to meet demand. This duplication and lack of coordination has lead to inefficiencies, additional costs and sub-optimal service delivery. Inaccuracies in data have significant impacts on the Department's Human Resource Planning, budgets, and various internal and external systems fed by HRMS. Our current audit does not follow up on our 2011A audit; however, it does include some observations related to the IRC project. This new national approach to managing the inventory of accounts allows for a more efficient use of staff and earlier attention to accounts. For example, after a debt has been added to the Agencya€™s inventory of tax debts, the risk may change if new events, such as bankruptcy, occur. The research was more costly and time consuming to conduct than originally anticipated, so the Agency reduced the scope and focused on the components that would yield the most business value. We therefore found progress in this area to be satisfactory (ExhibitA 3.7 in the following section). Some of the recommendations resulting from theA QA reviews, such as consideration of a directora€™s liability and deemed trust, have not yet been fully addressed. In addition, the government supports over 3,000 overlapping and uncoordinated electronic networks. Corrections to data are not only required in the HRMS system but also in the receiving systems which is creating extra pressure on the staff's current workload. The Agency also introduced a new national intranet site, so collectors can access required information for any province.
These key findings may be summarized as follows:Lack of Clearly Documented Policies and Business ProceduresHR and HRMS policies, business procedures and processes are not consistent and documented across the Classification and Staffing areas. This scenario creates confusion in terms of roles, responsibilities and accountabilities, and impedes maximizing the effectiveness of all HR employees. Missing policies and procedures affect the timeliness of entry into HRMS and the accuracy of the data entered.Lack of Communication Process to Support Dissemination of Information Down, Up and Across OrganizationThere is currently no formal process in place to take HR information and disseminate it across the organization.
Communications between Missions and HR is a challenge to ensure information on current postings, changes in policies and procedures is communicated in a timely manner. Communication between directorates may not occur when workload impacts timely processing and in turn impacts the other areas of the organization.Lack of Verification ProcessAdhoc and inconsistent verification activities at various levels of the organization are performed because either the employees are unaware of the verification tools available to them, or the verification tools are lacking in being able to provide comprehensive useful information.
Without documented procedures, there is nothing to guide employees as to what requires verification, when verification must be performed, what tools should be used and how the corrections should be communicated and effected. In the case where verification is performed, the staff applies an informal "common sense" approach to ensure that verification or "appropriate" control activities are exercised.RecommendationsThe audit recommends that Foreign Affairs Canada implement its own Human Resources Control Framework to provide the necessary infrastructure for data integrity through validation and monitoring.
These should include supporting documents such as forms, data verification and correction procedures, service Level agreements and integrated HR and HRMS training modules to ensure information is complete and available for the employees to perform their roles effectively and efficiently.
Business processes must be realigned for effectiveness and efficiency.At Level 3, FAC will need to implement the policies and procedures and provide training and support to the employees. These results should be routinely reported to Human Resource Executive Management for their review.At Level 5, HR Executive Management should receive the results of the Level of data integrity issues and assess the Level of data integrity improvement. Risks and strengths should be identified and a mitigation strategy built to continue the process of data integrity improvement. The mitigation strategy should identify where in the control framework further work is required. This information should be communicated back to the Departmental Executive Committee to keep everyone in-step and moving forward.SummaryThis audit report has facilitated an implementation process by lining up the audit findings with each of the five levels, and recommending immediate improvements in Classification and Staffing that can be made at each level. This will ready FAC to go forward to put in place its own Human Resources Control Framework.Audit findings revealed that without a framework in place, employees struggle on a daily basis, relying on corporate memory, external policies, and internal training guides to make business decisions that may impact other areas of the organization. The purpose of PeopleSoft was to support the administration of human resources throughout the organization.A series of examinations of PeopleSoft have taken place since its inception. Research has shown that the ability of PeopleSoft to deliver on expectations is hampered by past and current human resources practices within Foreign Affairs Canada.In order to make sound decisions, Foreign Affairs Canada requires sound data.
It is critical for the department to produce accurate and reliable human resources information in real time.
It recommends that Foreign Affairs Canada establish a comprehensive Human Resources Control Framework for manual and automated practices. The Audit proactively assesses the findings and recommends improvements to assist Foreign Affairs Canada to ready itself to meet the requirements of the Five-Level Framework. In addition, it provides step-by-step direction for the implementation process to assist Foreign Affairs Canada to put in place its own Human Resources Control Framework.Every effort must be made to strengthen and maintain the integrity of the HRMS data within Foreign Affairs Canada. Internally, the systems affected are the Salary Management System (SMS), Business Intelligence tool (BI), and the SAP financial system. Externally, the systems affected are at the Public Service Commission, Treasury Board, Public Service Human Resource Management Agency, and at Public Works and Government Services Commission. The findings were sorted in three categories: General, Classification and Staffing to comply with the request to audit the Classification and Staffing processes within FAC. The staff generally apply an informal "common sense" approach to ensure that verification or "appropriate" control activities are exercised.FAC relies on the integrity of the HR data within Foreign Affairs Canada to make critical decisions affecting the organization. The findings show that the current lack of a control framework impacts FAC's ability to make these critical decisions in an effective and well informed manner.
It also affects the HR and sector efficiencies by creating additional work exponentially when inaccuracies need to be corrected.The findings also revealed that HR lacks the dedicated resources necessary to input the information into the HRMS system. This lack of staffing resources impacts the timeliness of entry into HRMS, which in turn impacts the SMS system. This causes delays in the performance of activities, creates a lack of accountability and confusion as to what, when, where and how classification actions should be performed.Classification is also lacking formalized, standardized forms, and verification reports and procedures. In particular, there is a need for HR to advise sector managers when heavy workloads will impact on timely processing of data. This lack of communication then impacts other areas of the organization.Research also showed that the correction of Classification data is diverted to the Staffing group because Classification does not have access to "correction mode" in HRMS.
The specific data integrity improvements in Classification and Staffing are lined up with each Level of the Human Resources Control Framework in the charts following each level. These data integrity improvements need to be achieved at each Level as indicated in the charts, in order to fulfill the set Control Framework Requirements.Change realization plays a major role in the success of this approach.
Bringing everyone on board and keeping them on board throughout the implementation process is essential.Five Levels of the Human Resources Control FrameworkLevel 1The foundation is Level 1. Formal internal HR policies covering headquarters and missions are developed, documented and disseminated to all. The formalized policies provide users with direction and assist with decision-making when capturing information in the HRMS application.The policies should be developed with regard to HR business requirements unique to FAC.
The procedures roll out the application of the HR policies and describe how HR activities should be done consistently among various divisions.The procedures describe the authorization levels required for various processes and forms.
In addition, error detection checkpoints should be imbedded throughout the business process to ensure that data is being handled correctly and on time with any errors identified for correction and follow-up.The implemented procedures reference the key Service Standards that define HR service levels and measure performance objectives. Moreover, the standards are designed to ensure effective and efficient processes to support the HR business enterprise objectives. As the supporting policies are created, the activities already in place will provide a solid basis upon which to map and build the missing links, such as authorisation levels, and error detection points. The procedures and controls act as preventative and detection mechanisms to improve data integrity.
Training modules deliver the procedures and introduce individuals to their roles, responsibilities and accountabilities, to the service standards, and to the controls involved in their business processes.
Nevertheless, in the absence of documented internal policies and business processes, procedural guides may be subject to interpretation where roles, responsibilities and accountabilities are not clear. Furthermore, steps are being taken to provide new employees with basic information and tools that will enable them to make a smooth transition into our workforce.The Audit Report identifies the need for effective communication of applied procedures and controls in order that they be well understood and implemented throughout the organisation. A monitoring and reporting process is designed to assess the adequacy and effectiveness of HR policies, procedures, and controls.On-going monitoring activities such as regular audit reporting, routine assessments of controls, regular investigation of information that identifies potential data integrity problems, and communication feedback, are key components in providing management with the visibility required to ensure that the controls are functioning in the manner for which they were designed. Training to be taken in October 2005.Level 5Level 5 puts in place the comprehensive HRMS control program. This control program is now an integral part of the Foreign Affairs Canada organizational culture.This Level continues to apply Change Realization techniques to develop further organizational acceptance and support for the Foreign Affairs Canada HR Control Framework.
This is now the new way to do business.Management Response and Action PlanOnce the Control Framework has been fully implemented, HR Branch will support its continued success through the annual HR business planning exercise. Based on the audit results, the following step-by-step implementation process is recommended.
The Orientation Package should introduce employees to the organization, policies, procedures and internal communications. Communications, Training, and Change Realization must work closely together as they have the responsibility of bringing the organization into the cultural transformation imposed by the control framework. It is recommended that training incorporate Lunch and Learns to address the need for refresher training and introduce the quick reference guides to the organization. These findings were then lined-up with the Five Levels of the recommended Human Resources Control Framework.
In situations where formal controls did not exist, it was noted that the staff applied a "common sense" informal approach to ensure that verification or appropriate control activities were exercised.There are currently no documented Service Level Agreements communicating the Level of service required to deliver effective and efficient HR services.
Without procedures in place, error corrections can occur without knowing who the originator of the error was, and therefore the likelihood of repeat errors can occur.Responsibilities for performing verifications are clearly known in each of the HR directorates but there are no formal written procedures to support and guide staff in performing efficient and effective data verification. The monitoring of data entered into HRMS occurs rarely because of the high turnover of staff, the heavy workload and the need to complete the tasks in a timely manner.Lack of availability of effective verification reports for use by the HR directorates. Although there are reports from HRMS available to the HR employees, they were identified as cumbersome and complicated and therefore not consistently used.
Currently, verification reports are produced from the SMS system for verification purposes and are sent to Office of the Area Management Advisor (HAM) to correct the errors.
Other tools such as the BI tool also assist the managers in identifying anomalies within the HRMS system. SMSH business analysts are also involved in the verification process when testing new functionality and new reports. All of these avenues reveal data issues but it is not evident as to who in the organization should receive the HR data problems for correction purposes as it is not clearly stated anywhere.There is no standard organization chart tool implemented at this time and organization charts are sometimes produced by hand by Managers for the Officers. This affects the timeliness of the activities performed by the Officers, as they must add the activity of verifying the accuracy of the chart provided by the managers. Employee frustration exhibited to HES around inaccurate identification of their dependents within HRMS and invalid service dates impacting service awards.There does not seem to be one point of contact within the different directorates to assist the AMAs and managers when performing HR tasks. This creates confusion resulting in misdirected communications.User groups were at one time a form of communication across and down through the directorates. The HRMS User Reference Group was previously disbanded but has since been reestablished.Training on the HRMS system was identified in some cases as occurring prior to the training on policies and procedures.
The Treasury Board policies in place at the time of the workshop did not specify that the email process substitutes the hard signature required for authorizations. This causes confusion among the Officers on receipt of the classification documents via email from the Managers. This affects the timeliness of the activities.Roles, responsibilities and accountabilities for HRMS related data are not clearly documented and there is no consistency among the Officers or Managers in performing their duties.
This causes confusion for Assistants in ensuring the completeness of the information to be entered into HRMS.Data corrections are requested by the Classification Assistant from the Staffing Super Users without formal, standardized documented procedures to follow. The Officers currently use the completed TB330 form to verify the information entered into HRMS by the Assistants. Assistants reported that they were unsure of how to use any available HRMS reports to perform verifications. It was identified that there are currently no screens or reports out of HRMS that simplify the process in summarizing the Classification data entry results for verification purposes.Officers currently use excel spreadsheets to assist them in monitoring their workflow. This creates confusion across the directorates and between the Officers as to how these processes should function. The documents used in place of the procedures are the external policies, some internal directives, and the HRMS Training Guides.
Assignment Officers are rotational and this compounds the problems of not having documented procedures.
When a new Officer comes on board they are dependent on support documentation left behind from the previous officer, the goodwill and knowledge of the other Officers in bringing them up to speed, and the abilities of their Assistant. It is not unusual to have a significant number of new Officers come on board at the same time.Many of the data integrity issues are concentrated within the Assignment area as accurate employee information is key to the overall process. Receiving employee information in a timely manner is always a challenge and causes delays in having accurate data in PS. A Mission Departure Form is completed by the Mission manager and a PCF is required to return the employee to Canada but there isn't a form that goes to HR to tell them where the employee is assigned in Headquarters.BIOS on HRMS are not up to date and accurate.
Assistants will request the missing information but the follow-up on the request is inconsistent.Correction procedures are not documented. The particulars of the errors are either sent by email or relayed verbally to the Assistants.
Assignment Assistants keep a separate list to capture when employee assignments are scheduled to end.



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