2022–23 Management Accountability Framework Government-Wide Report

Internal controls over financial management

A system of internal financial controls must be maintained to mitigate risks to programs, operations and resource management.^{Footnote 1} The MAF assesses whether organizations had established, monitored and maintained a risk-based ICFM system as required by the Policy on Financial Management.

Which stage is the organization^{Footnote 2} at in assessing its internal controls pertaining to its budgeting and forecasting (planning), costing, investment planning, payroll/salary, chief financial officer attestation, and project management process?^{Footnote 3}

Figure 1 - Text version

Q1-6	Budgeting and forecasting (planning)	Not started	0%
		Risk assessment	0%
		Documentation	0%
		Design effectiveness	0%
		Operating effectiveness	20%
		Ongoing monitoring	80%
	Investment planning	Not started	0%
		Risk assessment	3%
		Documentation	18%
		Design effectiveness	16%
		Operating effectiveness	16%
		Ongoing monitoring	47%
	Payroll/salary	Not started	0%
		Risk assessment	0%
		Documentation	0%
		Design effectiveness	5%
		Operating effectiveness	13%
		Ongoing monitoring	82%
	Project management	Not started	9%
		Risk assessment	9%
		Documentation	18%
		Design effectiveness	9%
		Operating effectiveness	18%
		Ongoing monitoring	37%
	Costing	Not started	0%
		Risk assessment	9%
		Documentation	6%
		Design effectiveness	9%
		Operating effectiveness	18%
		Ongoing monitoring	58%
	Chief financial officer attestation	Not started	0%
		Risk assessment	4%
		Documentation	7%
		Design effectiveness	4%
		Operating effectiveness	18%
		Ongoing monitoring	67%

Overall, organizations demonstrated continued stewardship over financial resources as they progressed toward reaching the ongoing monitoring stage for their ICFM processes.

Results show that 65% of key ICFM processes for assessed organizations are at the ongoing monitoring stage, an improvement from 46% in the 2021–22 MAF cycle. Thirty per cent of assessed organizations have reached the ongoing monitoring stage for all their identified key ICFM processes, and 60% are on track to meet the target by March 31, 2024. The remaining organizations will need to undertake additional efforts to ensure they meet the target of having all key ICFM processes reach the ongoing monitoring stage by March 31, 2024. The Treasury Board of Canada Secretariat will work closely with these organizations to support them in reaching this milestone.

External fees

As set out in the Directive on Charging and Special Financial Authorities, a departmental plan to periodically review activities for which fees are charged must be established and implemented. These results will support the deputy head in ensuring that the activities remain relevant and the associated fees are current. Additionally, the Directive on Charging and Special Financial Authorities requires organizations to make their remission policy and procedures available to the public. Making these policies available online increases transparency, therefore improving public perception and trust in the fees and services provided by the Government of Canada.

Does the organization have a plan in place for the periodic review of activities for which external fees are charged?^{Footnote 4}

Target: Yes, a plan is in place

Figure 2 - Text version

Q7	No	27%
	Yes	73%

Results indicate that 73% of assessed organizations have a plan in place to periodically review their activities for which fees are charged. Organizations that do not have a plan are at risk of not being able to charge external fees that accurately consider the delivery cost of their activities, which could impact their revenues.

Is the organization’s remission policy publicly available?^{Footnote 5}

Target: Yes, the remission policy is publicly available

Figure 3 - Text version

Q8	No	28%
	Yes	72%

Results indicate that 72% of assessed organizations have a publicly available remission policy, which ensures that fee payers are aware of the possible remission they are entitled to should the service standard not be met. Going forward, it will be important that the remaining 28% of organizations comply with subsection 4.2.4.5 of the Directive on Charging and Special Financial Authorities and section 7 of the Service Fees Act and publish a remission policy that meets the legislative requirement and supports the issuance of remissions to entitled fee payers, where applicable.

Diversity and inclusion

The prioritization of diversity and inclusion in the 2022–23 MAF reflects the desire and the determination of Canada’s public service to identify, address and remove any systemic barriers that may exist.^{Footnote 6} The Clerk’s Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service, the 2022/2023 Deputy Minister Commitments on Diversity and Inclusion and the President of the Treasury Board’s priorities for actions to increase diversity and inclusion in the public service seek to make measurable change in creating a diverse and inclusive public service.

Closing the employment equity representational gaps in the public service workforce is important to ensure that the public service is representative of the diverse Canadian population it serves. In cases of under-representation, the Employment Equity Act^{Footnote 7} requires organizations to demonstrate that they have set hiring goals in their human resources, employment equity or staffing plans that support the reduction and eventual elimination of representation gaps as a minimum. Doing so demonstrates tangible action toward eliminating employment equity gaps as outlined in the act.

Referencing your workforce availability and taking into consideration the requirement to establish hiring goals where under-representation exists, to what degree^{Footnote 8} is your organization progressing in being fully representative?^{Footnote 9}

Target: High degree

Figure 4 - Text version

Q1	None	0%
	Low degree	12%
	Moderate degree	19%
	High degree	69%

Of the assessed organizations:

• 100% have a representation gap for persons with disabilities
• 31% have representation gaps for members of visible minorities
• 16% have representation gaps for women
• 13% have representation gaps for Indigenous Peoples

Seventy-two per cent of assessed organizations have demonstrated action to improve representativeness by developing numeric hiring goals where representation gaps exist. A diverse workforce builds an effective and innovative public service, positioned to be an employer of choice. Therefore, some organizations will need to simultaneously put effort into hiring and retention activities to ensure representativeness. To achieve sustainable success, an inclusive culture needs to be supported by all employees within the organization. Promoting self-identification will support organizations in having more accurate representation data.

Referencing your workforce availability for the executive cadre (EX [Executive] and LC [Law Management]) and taking into consideration the requirement to establish hiring goals where under-representation exists, to what degree^{Footnote 10} is your organization progressing in being fully representative in the executive cadre (EX and LC)?^{Footnote 11}

Target: High degree

Figure 5 - Text version

Q2	None	3%
	Low degree	22%
	Moderate degree	22%
	High degree	53%

Diverse representation within the executive cadre inspires employees in employment equity groups to pursue leadership roles and supports better decision-making for Canadians. Of the assessed organizations:

• 72% have a representation gap for Indigenous Peoples
• 34% have representation gaps for members of visible minorities
• 25% have representation gaps for persons with disabilities
• 16% have representation gaps for women in the executive cadre

Fifty per cent of assessed organizations have demonstrated action to improve representativeness by developing numeric hiring goals where representation gaps exist. Organizational staffing plans need to consider representation at the feeder group level in their planning to take the appropriate staffing actions to address the gaps in the executive cadre.

To what degree^{Footnote 12} does your organization support an inclusive work environment?^{Footnote 13}

Target: High degree

Figure 6 - Text version

Q3	Low degree	0%
	Moderate degree	3%
	High degree	97%

Results indicate that 97% of organizations are demonstrating a high degree of effort to support inclusion. Organizations are collaborating with networks and bargaining agents. They are also providing leadership development activities, including mentorship and sponsorship programs, specific to designated groups and equity-seeking groups. Senior leadership levels are demonstrating commitment to create and support an inclusive work environment that is aligned with the Call to Action on Anti-Racism, Equity and Inclusion.

An inclusive workplace can improve organizational culture leading to increased engagement, productivity, improved employee well-being and reduced turnover. Organizations need to sustain momentum and continue their efforts (for example, monitoring and evaluating the impact of inclusion initiatives) so that further progress can be made in this important enterprise-wide priority.

Accessibility

As set out in the Accessible Canada Act,^{Footnote 14} it is important that all the conditions are in place in the public service so that persons with disabilities can bring their talents to the forefront and not be prevented from providing their expertise in their service to Canada.

The Government of Canada has a commitment to hire 5,000 net new employees with disabilities by 2025. Every organization must support this commitment to achieve employment equity according to its current representation level and size of its workforce. Additionally, employees with disabilities have identified the workplace accommodation process as a point of friction when joining an organization or moving to a new position. As a result, efforts are underway to better understand the activities undertaken within organizations to improve the effectiveness of the accommodation process in order to prevent and eliminate barriers for all employees.

What is your organization’s level of progress^{Footnote 15} in reaching its individual target number of net new hires of persons with disabilities to fulfill the Government of Canada commitment to hire 5,000 net new persons with disabilities by 2025?^{Footnote 16}

Target: Excellent

Figure 7 - Text version

Q10	Poor	47%
	Neutral	31%
	Excellent	22%

Since 2019–20, 1,085 net new persons with disabilities have been hired across the public service, well below the target of 5,000 net new hires by 2025.

Of assessed organizations, only 22% have made excellent progress in this area, and almost half (47%) have hired few or no persons with disabilities.

Significant and rapid action is required to meet this target.

What is your organization’s level of progress^{Footnote 17} in implementing workplace accommodation best practices for persons with disabilities?^{Footnote 18}

Target: Good progress

Figure 8 - Text version

Q11	No progress	0%
	Minimal progress	3%
	Moderate progress	31%
	Good progress	66%

Results indicate that 66% of assessed organizations have made good progress in ensuring employees receive the workplace accommodation they need in a timely manner.

Many organizations that made moderate or minimal progress also reported that various improvements to the workplace accommodation process were being planned or underway, which should result in improved productivity and a more accessible workplace.

Healthy, safe, respectful and bilingual workplace

In alignment with the Policy on People Management, the public service seeks to create a work environment for employees that is healthy, safe, supportive, ethical and conducive to the use of both official languages. Key areas of focus include organizational practices to support:

• the prevention of harassment and violence in the workplace
• occupational health and safety
• values and ethics
• mental health
• the use of official languages at work

Harassment and violence prevention

The prevention of workplace harassment and violence is a key requirement of the Work Place Harassment and Violence Prevention Regulations that came into force on January 1, 2021. The Policy on People Management requires deputy heads to ensure that measures are in place to prevent and address all forms of workplace harassment and violence. In the 2021–22 MAF exercise, organizational efforts to plan for the implementation of the new measures for preventing and managing workplace harassment and violence were examined. The 2022–23 MAF exercise builds upon these efforts to assess the extent to which organizations have progressed in identifying risk factors and developing preventative measures.

To what extent^{Footnote 19} has your organization progressed in identifying risk factors and developing preventative measures as part of the required workplace assessment(s) since January 1, 2021?^{Footnote 20}

Target: Fully meets expectations

Figure 9 - Text version

Q4	Limited or no progress	3%
	Progressing towards expectations	23%
	Significant progress	60%
	Fully meets expectations	14%

Results indicate that 74% of assessed organizations have made significant progress or are fully meeting expectations to identify risk factors and develop preventative measures to address all forms of harassment and violence. These efforts have contributed to protecting the physical and psychological health and safety of employees at the workplace. Going forward, all remaining organizations should advance their management practices in support of enterprise-wide efforts to prevent and address workplace harassment and violence.

Occupational health and safety

The Policy on People Management requires deputy heads to create safe and healthy workplaces by establishing an occupational health and safety policy and program compliant with the requirements of Part II of the Canada Labour Code. Given the changes that have occurred in workplaces over the last few years, it is essential for organizations to evaluate the effectiveness of their hazard prevention program. This will ensure that the health implications of hybrid and other workplace conditions are considered. To achieve this, organizations must have a proper hazard identification methodology to identify and address hazards that may lead to an incident/injury and preventative procedures in place.

Given the changes that have occurred in the workplace over the past three years and in the continuing transition for hybrid and other aspects of the evolving workplace, to what extent^{Footnote 21} has the organization evaluated the effectiveness of its occupational health and safety hazard prevention program?^{Footnote 22}

Target: Completed comprehensive program evaluation in place

Figure 10 - Text version

Q5	No program evaluation or plan for one is in place	17%
	Evaluation plan is in place or being developed	23%
	Program evaluation is in progress	37%
	Program evaluation completed	23%

Results indicate that 83% of assessed organizations have either taken steps to evaluate or have completed an evaluation of their hazard prevention program, which helps reduce the health and safety impacts of different types of work, including hybrid.

Organizations that have not taken any steps to evaluate their hazard prevention program are at risk of not being able to adequately prepare for the evolving workplace or effectively prevent accidents, occurrences of harassment and violence, and physical or psychological injuries and illnesses.

Values and ethics

The Values and Ethics Code for the Public Sector provides the foundation for organizations and agencies to support a values-based, ethical workplace. The Public Servants Disclosure Protection Act provides further support by fostering an environment in which public servants feel they can come forward with questions or allegations about possible wrongdoing without fear of reprisal. Providing public servants with this protection promotes the integrity of the public service and strengthens Canadians’ confidence in our public institutions. In addition, the Policy on People Management outlines the necessary activities that organizations must undertake to demonstrate a comprehensive approach to fostering this values-based culture.

How comprehensive^{Footnote 23} were your activities to foster a positive culture of values and ethics in the organization, in accordance with the Public Servants Disclosure Protection Act and the Values and Ethics Code for the Public Sector?^{Footnote 24}

Target: highly comprehensive

Figure 11 - Text version

Q6	Does not meet expectations	0%
	Minimally comprehensive	37%
	Moderately comprehensive	63%
	High comprehensive	0%

Results indicate that all assessed organizations have undertaken at least some activities to foster a positive workplace culture of values and ethics, with 63% demonstrating a moderately comprehensive degree of activities. Common areas of success among these organizations included:

• having dedicated values and ethics practitioners
• designating senior officials and champions
• engaging in regular communication with employees

However, as no assessed organizations met the MAF target of having a highly comprehensive degree of activities, additional actions should be considered (for example, tailored training or undertaking audits and/or risk assessments) in support of a values-based, ethical workplace.

Mental health and wellness

The Federal Public Service Workplace Mental Health Strategy (the Strategy) requires that organizations develop action plans to address nine organization-specific objectives. Assessing the extent to which actions toward addressing these objectives have been implemented will provide deputy heads with insights on areas of success as well as gaps and actions needed to address other objectives.

To what extent^{Footnote 25} has the organization implemented actions to address the nine organization-specific objectives of the strategy?^{Footnote 26}

Target: At least to a moderate extent

Figure 12 - Text version

Q7	None	0%
	Low extent	0%
	Moderate extent	28%
	High extent	63%
	Full extent	9%

Results indicate that most assessed organizations have taken actions to address the nine organization-specific objectives of the strategy to a high extent.

Actions that were implemented most consistently among organizations included:

• mental health awareness activities
• providing mental health tools and training to employees
• collecting data to identify risks to psychological health and safety

Organizations are expected to continue implementing actions to meet all nine organization-specific objectives and to work toward addressing identified gaps, most commonly, equipping occupational health and safety officials in psychosocial hazard prevention.

Official languages

As set out in the Policy on Official Languages, communications within the Government of Canada, as well as to Canadians, must comply with the Official Languages Act. Creating a work environment that contributes to the effective use of both official languages helps maintain a truly bilingual workplace, whether it be in an in-person, virtual or in a hybrid context, to ensure that public servants are comfortable using the official language of their choice.

To what extent^{Footnote 27} did your organization ensure that the work environment of your organization was conducive to the use of both official languages, whether it be in an in-person, a virtual and hybrid working context?^{Footnote 28}

Target: High extent

Figure 13 - Text version

Q8	Low extent	0%
	Medium extent	0%
	High extent	100%

Results indicate that 100% of assessed organizations demonstrated they have taken measures to ensure a work environment conducive to the use of both official languages, whether in person, in a virtual or in a hybrid work context.

This indicates that organizations are demonstrating significant efforts to build and sustain bilingual workplaces that are inclusive and respectful of public servants’ rights to work in the official language of their choice.

Effective approaches to workplace management

Ensuring that staffing processes are streamlined and timely helps attract talent and retain highly qualified individuals in the public service. Accordingly, the indicator on the time to staff will inform organizations with respect to the efficiency and the agility of its staffing system.

What is the median number of days^{Footnote 29} taken to staff an indeterminate vacant position using an internal hiring process launched through the Public Service Recruitment System within the public service?^{Footnote 30}

Target: Reduction of internal time to staff^{Footnote 31}

Government-wide result: 182 days

Results show that 87% of assessed organizations^{Footnote 32} have made progress in reducing their internal median time to staff as compared to the previous MAF exercise. This has supported enterprise-wide efforts to reduce the internal government-wide median time to staff by 12.5% (from 208 days to 182 days). While organizations have made progress toward reducing the time to staff, continued efforts to leverage staffing efficiencies are needed to further improve.

Client-centric service design and delivery

According to the Policy on Service and Digital, services must have comprehensive and transparent, publicly available client-centric standards and have performance information for all service delivery channels.^{Footnote 33}

Service standard maturity

Setting and meeting service standards is essential for good client service, managing performance, clarifying expectations, and driving service improvement. Real-time performance reporting is an integral part of service management and an essential tool for enabling accountability.

Service standards should also be regularly reviewed and improved to ensure that they are comprehensive, meaningful and relevant. Reviewing service standards helps identify areas for improvement to meet client expectations as services evolve.

What is the percentage of services that have service standards?^{Footnote 34}

Target: 100%

Government-wide result: 60%

While there has been a slow but steady increase in the number of services with service standards, the overall government-wide result has decreased to 60% from 65% in the 2021–22 MAF cycle. This decrease may in part be explained by the total number of services reported in the enterprise increasing in recent years.

For the 2022–23 MAF exercise, only 21% of assessed organizations were successful in having service standards for all their services, which indicates that there is an enterprise-wide need for organizations to develop service standards for all their services so that organizations are meeting client service expectations.

What is the percentage of service standards that met their target?^{Footnote 35}

Target: 80%

Government-wide result: 70%

Overall, assessed organizations met 70% of their service standard targets, a significant increase from 61% for the previous MAF cycle. For the 2022–23 MAF exercise, only 18% of assessed organizations achieved the MAF target of 80%.

The results indicate that while progress is being made in this area, more progress is needed to meet clients’ service expectations.

What is the extent to which real-time performance reporting for services is published?^{Footnote 36}

Target: High

Figure 14 - Text version

Q3	Low	100%
	Medium	0%
	High	0%

Results indicate a very low level of maturity in real-time performance reporting for services across the enterprise. At this time, only 15% of assessed organizations have published any real-time performance information for their services.

Given the poor performance in this area and the importance of real-time performance reporting as an essential service management accountability tool, significant effort is needed across the enterprise to be more transparent about service performance.

What is the percentage of service standards that have been reviewed?^{Footnote 37}

Target: 100%

Government-wide result: 60%

The extent to which service standards have been reviewed has increased to 60% from 48% the previous MAF cycle. The 2022–23 MAF exercise revealed that only 12% of assessed organizations have fully reviewed all their service standards.

While organizations have reported their willingness to undertake these reviews, they need to follow through on their commitment to ongoing reviews that are comprehensive and relevant and that lead to better services.

Data and information management

As required under the Policy on Service and Digital, organizations are required to manage information and data as strategic assets. Good management of information and data helps organizations and agencies manage their operations, improve client services, and meet policy and regulatory requirements. Management here includes collection, understanding, governance, and usage of data and information. The policy also seeks to ensure that automated decision systems are developed and used responsibly, in particular, in the context of service delivery. This involves the adoption of measures supporting transparency, accountability and fairness in automated decision-making.

In a modern and connected digital government, these actions enable organizations to provide efficient and effective services to their clients.

What percentage of active systems used by your organization use standardized metadata?^{Footnote 42}

Target: 50%

Government-wide result: 27%

Results indicate a low level of enterprise maturity of metadata standardization, with 27% of assessed organizations’ active systems using standardized metadata. Further, only 18% of assessed organizations met the MAF target of 50% of active systems using metadata, and 82% of organizations had fewer than 50% of active systems using standardized metadata.

Not adhering to an institutional instrument or standard increases the cost and time needed to manage data and information, as it is harder for employees to find, use and share information.

What percentage of automated decision systems deployed since April 2020 and that support external services have Algorithmic Impact Assessments completed and released to the Open Government Portal?^{Footnote 43}

Target: 100%

Government-wide result

The use of artificial intelligence to help make service decisions is a nascent but growing trend in the federal government. Over the past two years, several departments have developed automated decision systems to assist in delivering effective services in a range of areas, including immigration, public health and social benefits.

Released in 2019, the Directive on Automated Decision-Making provides a policy framework for ensuring transparency, accountability and fairness in the automation of service decisions. The directive plays an important role in ensuring that automation is carried out responsibly, respecting individual rights and interests.

Most organizations were not assessed on this question, which is being included for the first time in the 2022–23 MAF, since they did not use any automated systems in administrative decision-making during the assessment period. However, the organizations that identified at least one automation project completed and published an Algorithmic Impact Assessment.

Looking ahead, departments exploring the use of automated decision systems are encouraged to engage the Treasury Board of Canada Secretariat’s Office of the Chief Information Officer to understand policy implications and plan for compliance. This includes starting the Algorithmic Impact Assessment process as early as possible during the design stage of an automation project and ensuring that the assessment is complete and published before the launch of the system.

What percentage of automation projects launched since April 2020 and that support decisions on external services have adopted applicable transparency measures required under the Directive on Automated Decision-Making?^{Footnote 44}

Target: 100%

Government-wide result

The use of artificial intelligence to help make service decisions is a nascent but growing trend in the federal government. Over the past two years, several departments have developed automated decision systems to assist in delivering effective services in a range of areas, including immigration, public health and social benefits.

Released in 2019, the Directive on Automated Decision-Making provides a policy framework for ensuring transparency, accountability and fairness in the automation of service decisions. The directive plays an increasingly important role in ensuring that automation is carried out responsibly, respecting individual rights and interests.

Most organizations were not assessed on this question, which is being included for the first time in the 2022–23 MAF, since they did not use any automated systems in administrative decision-making during the assessment period. Of the organizations that identified automation projects, only 50% demonstrated compliance with applicable transparency measures.

Looking ahead, departments exploring the use of automated decision systems are encouraged to understand policy implications and plan for compliance. This includes adopting relevant transparency measures such as notice and explanation to clients, documentation of decisions, and release of government-owned source code.

What is the percentage of applications in your Application Portfolio Management that enable interoperable data transfer in and out to other applications in your organization?^{Footnote 45}

Target: 50%

Government-wide result: 59%

Results indicate that 59% of applications assessed enabled data transfer and 74% of assessed organizations met the MAF target of 50%.

This demonstrates that organizations have the technical ability to move data between systems in a way that enables data-driven service delivery and information for decision-making.

Applications that have not yet been assessed hold a wealth of potential to better support digital service delivery.

What is the percentage of sound management practices present in the organization’s data inventory?^{Footnote 46}

Target: 50% (medium)

Figure 15 - Text version

Q13	Low	35%
	Medium	28%
	High	41%

Results indicate that 65% of assessed organizations met the MAF target and 28% had a result of 100%. These organizations have made strong progress in supporting the enterprise to understand its data assets and enable public servants to make good data connections and provide information for decision-making.

Open government

As set out in the Policy on Service and Digital, organizations are required to be open by default and demonstrate efforts to be transparent by releasing information through open.canada.ca. The release of open data, such as datasets used to report on the Departmental Results Framework through the open government portal, helps increase accountability and trust in government institutions and to fight the spread of disinformation.

What is the percentage of releasable Departmental Results Framework datasets released on open.canada.ca?^{Footnote 47}

Target: 80%

Government-wide result: 42%

Overall, assessed organizations released 59% of their eligible Departmental Results Framework–related datasets. However, the government-wide average of all eligible datasets is only 42%, which is a decrease from 51% in the 2019–20 MAF exercise. Overall, 41% of assessed organizations met the MAF target, and 35% published less than half of their eligible datasets.

Going forward, enterprise-wide efforts will be needed to promote the public release of data, such as through aggregating, or by releasing information to explain context and why something is ineligible for release.

Cyber security

As set out in Web Sites and Services Management Configuration Requirements, organizations are required to ensure that all websites and web services are configured to provide service only through a secure connection. Implementing secure protocols by default increases the level of confidence that users are accessing a legitimate service and that their communications remain private and free from interference, while offering the level of security and privacy that users expect from government services.

What percentage of publicly available websites and web services are configured to provide service only through a secure connection?^{Footnote 48}

Target: 100%

Government-wide result: 79%

Overall, 79% of assessed organizations’ publicly available websites and web services were provided through a secure connection. At the enterprise level, 77% of assessed organizations demonstrated a high level of maturity in this area, which indicates that while good progress has been made, continued effort is required to provide the level of privacy and security Canadians expect when interacting with the government online.

Information technology

According to the Directive on Service and Digital, organizations are required to ensure that organizational information technology investments are informed by and integrated into organizational business planning and are supportive of the Chief Information Officer of Canada’s enterprise-wide plan. Insights on an organization’s management of applications, adherence to digital standards, adoption of cloud technologies and information technology planning maturity will help deputy heads and chief information officers understand the state of an organization’s information technology function.

What is the health of the organization’s application portfolio?^{Footnote 49}

Target: 50% (medium)

Figure 16 - Text version

Q16	Low	65%
	Medium	20%
	High	15%

Overall, 35% of assessed organizations had a medium or high level of application portfolio health. This indicates that across the enterprise more concentrated efforts need to be taken to address aging information technology risks and leverage data on application health to plan for information technology investments

What is the organization’s ability to accurately forecast its information technology expenditures?^{Footnote 50}

Target: 80%

Figure 17 - Text version

Q17	Met/exceeded target	74%
	Did not meet target	26%

Results indicate that 74% of assessed organizations had a high level of information technology planning maturity.

Overall, most assessed organizations’ information technology planning activities were accurately forecasted for the 2021–22 fiscal year, and they performed very well in incorporating project and operational costs into information technology planning activities. These efforts support accurate information technology investment forecasting and effective planning and decision-making.

What is the organization’s percentage of planned investments in the cloud?^{Footnote 51}

Target: 70% (high)

Figure 18 - Text version

Q18	Low	24%
	Medium	24%
	High	52%

Results indicate that 52% of assessed organizations had a high level of cloud maturity.

Increasing planned investments in cloud services enterprise-wide will result in greater efficiencies, scalability and reliability of services provided.

Effective security planning and reporting

A Departmental Security Plan provides an integrated view of an organization’s security requirements aligned with its strategic priorities, programs, plans and practices.^{Footnote 52} Completing activities approved in the Departmental Security Plan will allow organizations and agencies to ensure that evolving security risks to the organization are continuously managed.

What percentage of security risk mitigation priorities identified in the Departmental Security Plan and approved by the deputy head for the fiscal year 2021–22 was addressed as planned?^{Footnote 53}

Target: 100%

Figure 19 - Text version

Q1	Initial phase	3%
	Developing phase	20.60%
	Managed phase	50%
	Optimized phase	26.50%

Results indicate that 74% of security risk mitigation priorities identified in the assessed organizations’ Departmental Security Plans were addressed as planned.

Departmental Security Plans should be updated every three years or according to the organization’s documented Departmental Security Plan review procedures. A Departmental Security Plan can help senior management gauge their organization’s success in managing planned activities to mitigate the overall risk exposure of the identified security controls. Improvements are required to ensure that a consistent Departmental Security Plan practice is applied across the enterprise to identify and continuously manage security risks and take action against potential threats.

Trusted workforce and partners

The Standard on Security Screening requires a security briefing to be provided to employees upon their arrival and departure from an organization to inform individuals of their security responsibilities. This process provides assurance that sensitive Government of Canada information and/or assets will not be divulged, discussed or shared in a manner that could cause injury to an individual, organization, government or the national interest of Canada.

For all individuals working in the public service that have entered the organization between November 1, 2021, and October 31, 2022, what is the percentage of security screening files that contain evidence that an initial security briefing was provided to inform individuals of their security responsibilities under the Policy on Government Security as they relate to their screening level?^{Footnote 54}

Target: 100%

Figure 20 - Text version

Q2	Initial phase	26.50%
	Developing phase	26.50%
	Managed phase	20.50%
	Optimized phase	26.50%

Results indicate that 62% of security screening files for all assessed organizations contain evidence that an initial security briefing was provided to inform individuals of their security responsibilities. For many organizations, there could be better alignment between human resources and security to ensure that onboarding practices include important security briefings.

Without a more consistent security briefing practice in place across the enterprise, there may be an increased risk of a security non-compliance or of a security event being associated with a federal employee.

Given the role federal public servants play in the safeguarding of public information and assets, improvements in this area are needed to fulfill responsibilities under the Policy on Government Security and to maintain public trust in federal organizations.

For all individuals working in the public service that have left the organization between November 1, 2021, and October 31, 2022, what is the percentage of security screening files that contain evidence that a formal debriefing was provided to remind individuals of their continuing responsibilities to maintain the confidentiality of the sensitive information to which they had access?^{Footnote 55}

Target: 100%

Figure 21 - Text version

Q3	Initial phase	70.60%
	Developing phase	14.70%
	Managed phase	5.90%
	Optimized phase	8.80%

Results indicate that 26% of security screening files for all assessed organizations contain evidence that a formal debriefing was provided to individuals.

A security debriefing provides assurance that sensitive Government of Canada information or assets will not be divulged, discussed or shared in a manner that could cause injury to an individual, organization, government or the national interest of Canada if compromised. This is an important step of the departure process. Significant improvement is required across the enterprise to help mitigate the risk of a security non-compliance or a security event being associated with a former federal employee.

What percentage of contracts with identified security requirements and that have been established and verified for compliance are monitored for continued compliance throughout the contract or arrangement process?^{Footnote 56}

Target: 100%

Figure 22 - Text version

Q4	Initial phase	50.00%
	Developing phase	23.50%
	Managed phase	14.70%
	Optimized phase	11.80%

The Directive on Security Managementrequires organizations to identify and document the security requirements for contracts as well as implement and monitor the associated controls throughout the duration of the contract. This provides assurance that information, individuals and equipment are protected and that security risks have been mitigated.

Results indicate that 34% of contracts with identified security requirements for assessed organizations are monitored for compliance.

It is important to note that the contract owner is responsible for ensuring that this practice is carried out, even when the contract is administered by Public Services and Procurement Canada. Without strengthened oversight and monitoring of security requirements throughout the contract life cycle, the Government of Canada may be at risk of being unable to identify and mitigate issues of non-compliance or security events associated with contracts across all organizations. Significant improvements are required to fulfill responsibilities under the Policy on Government Security and to maintain public trust in federal organizations.

Preparedness and effective response to events

Business continuity management supports organizations in recognizing their critical services and developing continuity strategies. This facilitates the continued availability of services, including those critical to the health, safety, security and economic well-being of Canadians, as well as the effective functioning of the Government of Canada.

The Directive on Security Management requires the completion of a Business Impact Analysis that identifies critical services and related continuity strategies and recovery priorities. Additionally, the maintenance of business continuity plans through regular testing ensures that the strategies are effective in ensuring business continuity.

What is the percentage of the organization’s external services and internal enterprise services that have an up-to-date Business Impact Analysis?^{Footnote 57}

Target: 100%

Figure 23 - Text version

Q5	Initial phase	20.60%
	Developing phase	5.90%
	Managed phase	20.60%
	Optimized phase	52.90%

Results indicate that 76% of external services and internal enterprise services have an up-to-date Business Impact Analysis.

A Business Impact Analysis identifies business continuity requirements for all departmental services and activities, based on an analysis of the potential impacts of disruption. Without a consistent business impact analysis practice, the Government of Canada may be at increased risk of being unable to maintain government-wide business continuity in certain risk scenarios. Additional progress is required to minimize the potential impacts to the disruption of government operations.

What percentage of the organization’s identified critical services with an up-to-date business continuity plan were tested or exercised within the last two years?^{Footnote 58}

Target: 100%

Figure 24 - Text version

Q6	Initial phase	21.90%
	Developing phase	12.50%
	Managed phase	6.20%
	Optimized phase	59.40%

Results indicate that 72% of the assessed business continuity plans for critical services were tested or exercised in the last two years.

The continuous maintenance of business continuity plans through regular testing ensures that strategies are effective in ensuring business continuity. Further progress in this area will improve the enterprise’s capacity to remain resilient in the evolving security risk environment.

Trusted information systems and processes

Risk-based and standardized security practices and controls are important aspects of information technology (IT) security. Security assessment and authorization processes provide assurance to organizations that their security controls are implemented properly to ensure that IT systems can adequately protect information.

The Directive on Security Management requires organizations to implement IT security assessment and authorization processes throughout the life cycle of an IT system to identify, assess and correct threats.

What percentage of the organization’s production IT systems^{Footnote 59} have a valid authority to operate^{Footnote 60} (ATO)?^{Footnote 61}

Target: 100%

Figure 25 - Text version

Q7	Initial phase	15.20%
	Developing phase	42.40%
	Managed phase	27.20%
	Optimized phase	15.20%

Results indicate that 60% of assessed production IT systems have a valid ATO.

This demonstrates that while progress has been made in this area, the enterprise must continue to advance its IT security and authorization practices in order to protect information systems, their components and the information they process.

Departmental Results Frameworks capacity

Departmental Results Frameworks are a key tool used by organizations to describe what the organization does, what results it is trying to achieve and how it will assess progress.^{Footnote 62} Understanding the level of maturity of organizations’ Departmental Results Frameworks, including the extent to which they are used to manage for results and their alignment with Treasury Board of Canada Secretariat guidance, will allow organizations to improve the quality and use of results to provide information for decision-makers and the public.

At what stage is your organization in its capacity to implement key policy requirements pertaining to its Departmental Results Framework?^{Footnote 63}

Target: Advanced practice implementation (stage 4 of 5)

Figure 26 - Text version

Q1	Design stage or undeveloped	3%
	Early stages of development	0%
	Established practice	12%
	Advanced practice implementation	32%
	Best practice	53%

Results indicate that most (85%) assessed organizations are implementing key policy requirements pertaining to their Departmental Results Frameworks. This demonstrates that the enterprise has been improving how it defines and measures objectives, which should provide better results for Canadians. This is the first year this question was assessed. As such, there is no comparison to the previous year.

What stage best reflects the organization’s capacity to perform key results-based management activities pertaining to its Departmental Results Framework?^{Footnote 64}

Target: Advanced practice implementation (stage 4 of 5)

Figure 27 - Text version

Q2	Design stage or undeveloped	0%
	Early stages of development	9%
	Established practice	9%
	Advanced practice implementation	53%
	Best practice	39%

Results indicate that most (82%) assessed organization are often using their Departmental Results Frameworks in results-based management practices and updating them based on lessons learned and changing circumstances.

This demonstrates that the enterprise is regularly considering desired results in decisions and reporting, which should help the government align its activities to better serve Canadians.

Gender-based Analysis Plus reporting

Gender-based Analysis Plus (GBA Plus) is an analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives, and understand how factors such as sex, race, national and ethnic origin, Indigenous origin or identity, age, sexual orientation, socio-economic conditions, geography, culture and disability impact outcomes and can affect access to and experience of government programs.

The Canadian Gender Budgeting Act requires the Government of Canada to report the impacts of program expenditures on gender and diversity annually. Departments report these impacts, or their plans to collect the required data to undertake impacts analysis, in the GBA Plus supplementary information tables that are annexes to the Departmental Results Reports.

What is the percentage of programs from the organization’s program inventory, excluding internal services, that have data collection plans for reporting on impacts on gender and diversity?^{Footnote 65}

Target: 100%

Government-wide result: 65%

Results indicate that only six (18%) assessed organizations met the MAF target of having data collection plans in place for all programs, which is up slightly from five organizations in the previous MAF cycle. The average percentage of programs for assessed organizations that met this requirement was 58% in 2021–22, increasing to 65% in 2022–23. This means that on average in the 2022–23 MAF cycle, 65% of an organization’s programs were able to report on plans to collect the data to report on impacts in the future.

This demonstrates a need to improve plans and capacity to report on the GBA Plus impacts of programs so that decision-makers and the public have access to more meaningful information. Data collection plans are a prerequisite for reporting impacts on gender and diversity, and the expectation is for all programs to move beyond planning to actual reporting.

Committing resources

As set out in the Experimentation Direction for Deputy Heads, organizations are expected to commit resources toward experimenting with new approaches and measuring impact.^{Footnote 66} This ensures that high-quality, real-world evidence is available to support informed decision-making, improved performance and results for Canadians.

To what extent^{Footnote 67} is senior leadership committing resources toward generating evidence to support innovation?^{Footnote 68}

Target: Great extent

Figure 28 - Text version

Q1	Not present	12%
	A minimal extent	32%
	A moderate extent	24%
	A great extent	32%

Results indicate that most (88%) of assessed organizations’ senior leadership committed resources toward generating evidence to support innovation, most commonly through a major initiative; however, only 32% met the target to commit resources in all three places (that is, in a Treasury Board submission, in a major initiative, and through an innovation fund). Meeting this target will help ensure that innovations are supported through early planning and resource commitments.

Generating rigorous evidence

The 2016 Experimentation Direction for Deputy Heads encourages organizations to innovate and measure outcomes so that public resources are invested where they are likely to have the greatest impact. Using rigorous methods of comparison to test significant innovations or solutions to large-scale problems achieves better results for Canadians by refocusing resources to these areas.

To what extent did the organization use rigorous methods of comparison to support innovation?^{Footnote 69}

Target: Great extent

Figure 29 - Text version

Q2	Not present	41%
	A minimal extent	24%
	A moderate extent	12%
	A great extent	23%

Results indicate that most assessed organizations (59%) used rigorous methods of comparison to support at least one innovative project; however, only 23% of organizations did so to a great extent. Enterprise-wide progress in this area will help improve the management of innovations to ensure they are efficient, effective and scalable.

To what extent did innovative projects have the potential for high impact for Canadians or public servants?^{Footnote 70}

Target: Great extent

Figure 30 - Text version

Q3	Not present	41%
	A minimal extent	26%
	A moderate extent	12%
	A great extent	21%

Results indicate that only 21% of assessed organizations met the target to not only use rigorous methods to a great extent, but to apply them to projects with the potential for high impact. Enterprise-wide advancements in this management practice will help ensure that risks are better mitigated in the management of high-impact innovations.

Evidence-informed decisions

The 2016 Experimentation Direction for Deputy Heads encourages evidence-based policy-making by mobilizing the results from ethical and rigorous testing of innovations. An evidence-driven decision-making process ensures that new ideas are sufficiently tested before implementation and that existing programs and services are continually improving to meet the needs of Canadians.

To what extent were the results of innovative projects used to inform timely decision-making at an executive-level governance body?^{Footnote 71}

Target: Great extent

Figure 31 - Text version

Q4	Not present	59%
	A minimal extent	23%
	A moderate extent	15%
	A great extent	3%

Results indicate that only 3% of assessed organizations met the MAF target of using the findings from rigorous comparisons to inform decision-making to a great extent. There is a need to mature the enterprise’s capacity in this area to help ensure that decision-making on innovation is informed by evidence.

Materiel management

A strong asset management regime ensures that organizations have the materiel necessary to accomplish their mandates and that their materiel holdings provide best value.^{Footnote 72} Having stocktaking methods in place minimizes the risk of loss, damage or unauthorized access to materiel holdings. It also ensures that adequate protection and provides materiel management practitioners with up-to-date information on the state of their materiel holdings to enable effective management through maintenance, loss prevention and the identification of surplus materiel.

What is the maturity level of the organization’s stocktaking strategy?^{Footnote 73}

Target: Medium

Figure 32 - Text version

Q1	Low	9%
	Medium	46%
	High	45%

Results indicate that 91% of assessed organizations met the MAF target of having a medium level of maturity with respect to their stocktaking strategy. This demonstrates that, for the most part, the enterprise has the necessary tools in place to effectively track and monitor the condition and performance of different types of materiel, which minimizes the risk of loss, damage or unauthorized access to materiel holdings. By having a strong asset management regime, the enterprise will be better positioned to have the materiel necessary to fulfill its mandate and to ensure that materiel holdings provide best value.

Investment planning and real property management

Investment planning supports the allocation and reallocation of resources to both existing and new investments to support program outcomes and government priorities. To enable performance measurement and reporting, the Policy on the Planning and Management of Investments requires that information be available on the state and implementation performance of investments. The policy also requires organizations that hold real property assets to develop life-cycle management strategies to optimize the performance of their assets through a long-term, data-driven approach to asset life-cycle planning and management.

Life-cycle management strategies

A robust real property portfolio strategy drives change by describing how an organization’s real property assets will be intentionally and proactively managed. It shows an organization’s ability to make real property investment decisions that demonstrate best value and sound stewardship.

What is the maturity level of the organization’s real property portfolio strategy?^{Footnote 74}

Target: Medium

Figure 33 - Text version

Q2	Low	34%
	Medium	44%
	High	22%

Results indicate that 66% of assessed organizations have met the MAF target of reaching a medium level of maturity with respect to their real property portfolio strategy.

This demonstrates that a majority of real property assets across the enterprise are in position to benefit from effective life-cycle management strategies that offer an optimal balance of financial value and the realization of socio-economic and environmental outcomes.

Effective governance

The implementation of effective governance and oversight mechanisms supports decision-making informed by accurate and timely information, systems, and controls in the planning and management of investments.

In 2021–22, how comprehensive and consolidated was the performance information provided to decision-makers that were responsible for investment oversight and for oversight across its key domains?^{Footnote 79}

Target: Meets expectations

Figure 34 - Text version

Q11	Significant gaps	0%
	Needs improvement	9%
	Partially meets	46%
	Meets expectations	45%

All assessed organizations provided performance information to decision-makers, and 45% provided evidence that met the minimum expectations of the Policy on the Planning and Management of Investments. Evidence was often restricted to a limited number of key domains, often had limited consolidation, was provided from across the key domains and enterprise-wide, and very often did not show logical linkages to the Departmental Results Framework.

Performance information across the life cycle of assets and services supports decision-makers in ensuring best value and sound stewardship of public resources. Regular and reliable performance information maximizes the effectiveness of decision-making, which is foundational to good governance, and it directly informs the deputy head in fulfilling their ultimate accountability for the planning and management of investments in the assets and services that support their Minister’s mandate.

Procurement

Government procurement activities need to comply with legislation, regulations and policies so that the acquisition of goods and services supports access, competition and fairness. Organizations are responsible for managing procurement in a manner that meets public expectations in matters of prudence and integrity and is consistent with the Government of Canada’s socio-economic and environmental objectives.

Procurement with Indigenous businesses

The Government of Canada is committed to increasing the participation and growth of Indigenous businesses in federal procurement and to improving the socio-economic conditions of Indigenous communities. Organizations are being measured on their level of maturity in having organizational procurement management frameworks that support this commitment.

During 2021–22, what was the level of maturity of the organization approach to developing or improving strategies to further economic empowerment and to increase diversity in procurement with regard to Indigenous business?^{Footnote 81}

Target: Medium

Figure 35 - Text version

Q7	Low	0%
	Medium	27%
	High	73%

Overall, assessed organizations have demonstrated varied levels of foundational supports expected for making progress toward meeting the minimum 5% target of contracts with Indigenous businesses. This variation is partly due to phasing in of the target for the assessed organizations. Of the 11 assessed organizations, five were required to meet the target by the end of fiscal year 2022–23, two by the end of fiscal year 2023–24, and four by the end of fiscal year 2024–25.

Generally, organizations demonstrated foundational supports for integrating tools to build internal capacity to engage with and provide opportunities to Indigenous businesses. To better position assessed organizations for meeting the target, improving engagement and market research activities, as well as plans to incentivize Indigenous participation in federal procurement, are areas to be considered.

Procurement governance and oversight

Having effective governance and oversight mechanisms in place are necessary to mitigate organizational procurement risks.

In 2021–22, how strong were the governance and oversight of the organization’s or agency’s procurement function?^{Footnote 84}

Target: Strong

Figure 36 - Text version

Q12	Developing	0%
	Medium	18%
	Strong	82%

Results indicate that 82% of assessed organizations demonstrated strong governance and oversight over their procurement functions. Overall, this demonstrated that the enterprise has strong governance and oversight mechanisms in place with respect to its procurement function, which helps mitigate organizational procurement risks. Going forward, work will need to continue to improve the integration of the Policy on Green Procurement into internal documents where possible, and to set up systems to track procurements with environmental considerations.

Greening government

The Greening Government Strategy aims to transition the federal government to net-zero carbon and climate-resilient operations, while also reducing environmental impacts beyond carbon, including those on waste, water and biodiversity. The strategy commits to aligning relevant government operations policies to further incorporate greening and climate resilience. Aligning these policies should help achieve net zero in real property and conventional fleet^{Footnote 85} operations by 2050.

In 2021–22, by what percentage did the organization reduce its greenhouse gas emissions, from real property and conventional fleet, compared to the 2005 baseline?^{Footnote 86}

Target: Net zero emissions from real property and conventional fleet by 2050 and reduction in greenhouse gas emissions by 40% by 2025

Figure 37 - Text version

Q10	Not on track	33%
	On track	67%

Results indicate that compared to a 2005 baseline, 67% of assessed organizations have reached, almost reached or moved beyond the 40% reduction target compared to 73% in the previous MAF cycle.

Data for the 2022–23 MAF exercise represents the second year of the pandemic. It shows an increase in energy use and greenhouse gas emissions from the unprecedented lows of the first year of the pandemic. The increases were evident as public health restrictions on building occupancy and employee work-related air travel were eased. However, energy use and greenhouse gas emissions remain below the pre-pandemic levels.

Workforce development

Organizations have the responsibility to manage their workforce to ensure they have the capacity, competency, skills and knowledge in project management, procurement, real property and materiel management for the good management of assets and services and to support program delivery to Canadians.

What is the maturity level of the organization’s professional development approach for the acquired services and assets functional communities of procurement and project management?^{Footnote 87}

Target: Medium

Figure 38 - Text version

Q13	Low	18%
	Medium	64%
	High	18%

Assessing the maturity level of an organization’s professional development approach for the acquired services and assets functional communities of procurement and project management ensures that the organization and its workforce has the capacity (knowledge, experience and skills) needed to support the delivery of its programs and comply with the Policy on the Planning and Management of Investments.

Overall, 91% of assessed organizations demonstrated that they ensure that their workforce has the capacity required to support procurement and project management functions, having received a score of medium maturity or higher.