MAF 2016 to 2017 methodology for small departments and agencies

Table of contents

Methodology overview

The annual MAF assessment for small departments and agencies aims to improve oversight and management practices in departments as well as to support the Government of Canada’s strategic direction for management.

Small departments and agencies are included in the MAF assessment process on an annual basis. MAF 2016-17 will be the third annual MAF assessment within the pre-determined three-year cycle.

Small departments and agencies have a tailored methodology that includes specific indicators drawn from central systems. These areas will be assessed under management performance. Indicators do not duplicate areas included within Core Control Audits.

To support efforts towards implementing the new Policy on Results, there is no assessment for the Management of Integrated Risk, Planning and Performance this year.

Benchmarking and comparability across small departments and agencies

The metrics and reporting format allow for comparison and benchmarking amongst same size organisations which provides an opportunity to share leading practices amongst small departments and agencies.

Questionnaire

Financial management

External financial reporting

Outcome statement: Accurate financial information demonstrates that financial resources are well managed and accounted for transparently.

Rationale pertaining to questions below: Canadians and parliamentarians expect that financial resources are well managed and accounted for transparently. The MAF assessment will provide deputy heads with useful information that will help them ensure effective measures are in place to support these responsibilities related to financial reporting.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. Number of 2015-16 in-year and year-end post-closing entries, unadjusted audit misstatements, and year-end errors found after tabling of Public Accounts of Canada.

Organizations should strive to have zero in-year and year-end post-closing entries, unadjusted audit misstatements, or year-end errors found after tabling of Public Accounts of Canada.

Financial Administration Act, 65

TBS-OCG will respond using existing data within the central agency (RG and OAG reports).

  • Management Performance
    • Performance Indicator

Resource management

Outcome statement: Management of public funds is supported by effective planning, budgeting, monitoring and reporting.

Rationale pertaining to questions below: Management of public funds is supported by effective planning, budgeting, monitoring and reporting which are based on reliable information and the sound analysis of that information.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. 2015-16 adjusted lapse at year-end as a percentage of annual voted authorities.

    • 2.1

      Program or Operating vote

    • 2.2

      Capital vote (if applicable)

    • 2.3

      Grants and Contributions vote (if applicable)

    • 2.4

      Total (all votes)

    Calculation of measure: 

    Total annual departmental adjusted lapse

    divided by

    Total annual voted authorities

    Calculation of adjusted lapse: 

    Annual voted authorities minus Expenditures minus Over-expenditures minus Multi-year authorities minus Unspent special purpose allotments minus Frozen allotments

Program or Operating Vote Adjusted Lapse: 

A management discussion should be considered for Program or Operating vote adjusted lapses less than 2% or greater than 5% of Program or Operating vote authorities.

Capital Vote Adjusted Lapse: 

Organizations should lapse less than 10% of their Capital vote authorities. Note that organizations can carry forward up to 20% of their Capital vote authorities if a carry forward rationale exists.

Grants and Contributions Vote Adjusted Lapse: 

A management discussion should be considered for Grant and Contribution vote lapses that are greater than 5% of Grants and Contributions vote authorities.

Total Adjusted Lapse: 

A management discussion should be considered for total adjusted lapses less than 2% or greater than 5% of total voted authorities.

N/A

TBS-OCG will respond using existing data within the central agencies (Expenditure Management System (EMS) and Central Financial Management Reporting System (CFMRS)).

  • Management Performance
    • Performance Indicator
  1. Does the department or agency proactively assess the multi-year financial risks associated with the following: 

    • 3.1

      Projected salary expenditures: 

      • Yes
      • No
    • 3.2

      Budgetary changes (including sunsetting programs): 

      • Yes
      • No
      • N/A
    • 3.3

      Revenue fluctuations: 

      • Yes
      • No
      • N/A
    • 3.4

      Funding pressures: 

      • Yes
      • No

Departments and agencies should identify and assess financial risks over a multi-year period (rolling three-year) as part of their approach to financial planning and budgeting.

N/A

Department or agency to respond.

No evidence required.

  • Management Practice
    • Practice

Internal control management

Outcome statement: Stewardship of public resources is adequately managed through risk-based internal controls.

Rationale pertaining to questions below: Internal controls refer to a set of means that organizations put in place to mitigate risks and provide reasonable assurance in the following broad categories: 

  • The effectiveness and efficiency of programs, operations and resource management, including safeguarding of assets;
  • The reliability of financial reporting; and
  • Compliance with legislation, regulations, policies and delegated authorities.

As per the Policy on Internal Control, an annual risk based assessment of the system of internal controls over financial reporting is required to determine its ongoing effectiveness.

Late payments and related payment of interest is a frequent issue arising from suppliers, in particular small suppliers. This issue is one of compliance with the Directive on Payment Requisitioning and Cheque Control.

The aging of accounts receivable indicates the length of time that money has been owed to the Crown. As per the Directive on Receivables Management, departments are expected to record and pursue the collection of receivables.

The recording of commitments is a key control to ensure there is a sufficient unencumbered balance before providing authorization for a planned expenditure. As per the Directive on Payment Requisitioning and Cheque Control, departments are expected to record a commitment for all planned expenditures, including staffing actions.

Management of accounts receivable
Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. What percentage of the gross non-tax accounts receivable of the department or agency as at have been outstanding: 

    • Between 0 to 30 days
    • Between 31 to 60 days
    • Between 61 to 90 days
    • Between 91 to 365 days
    • For more than 365 days

Departments and agencies should pursue the collection of accounts receivable and, when deemed uncollectible, taking timely action regarding the write-off, remission, forgiveness, or waiver of the debts.

Directive on Receivables Management, 6.1.6 and 6.1.9

TBS will respond using existing data within the central agencies (Public Accounts Preparation System (PAPS)).

  • Management Performance
    • Performance Indicator

Financial community capacity

Outcome statement: Strengthen public sector financial management and its leadership within the financial community and within departments thereby contributing to appropriate stewardship of public resources, effective decision making, and efficient policy and program delivery.

Rationale pertaining to questions below: Financial Community Capacity is essential to supporting a sound financial departmental function.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. Was the Comptroller General advised of the appointment (including acting more than 6 months), transfer or departure of the Chief Financial Officer (CFO)?

    • Yes
    • No
    • N/A (No appointment (including acting more than 6 months), transfer or departure between and )

Organizations should ensure the Comptroller General is advised of the appointment, transfer, or departure of the CFO.

Policy on Financial Management Governance, 5.1.8

Department or agency to respond.

No evidence required.

  • Management Practice
    • Policy Compliance
  1. Has the department or agency established succession plans for critical financial management positions?

    • 6.1

      CFO position: 

      • Yes
      • No
    • 6.2

      DCFO position: 

      • Yes
      • No
    • 6.3

      Other key positions: 

      • Yes
      • No
      • N/A

Departments and agencies should have succession plans in place for critical financial management positions.

N/A

Department or agency to respond.

No evidence required.

  • Management Practice
    • Practice

People management

Workforce, work culture and workplace

Outcome statement: Ensuring that the public service remains bilingual, diverse, professional, non-partisan and guided by our enduring public sector values.

Diverse and inclusive workplace

An acceptable workplace culture builds respect, fosters inclusiveness, promotes diversity and embraces the unique skills and qualities of its employees.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category

Measures 7 to 10: Employment Equity Representation, Recruitment, Promotion, and Turnover of Designated Groups

Rationale: 

To measure the extent to which departments and agencies meet the legislative requirements of the EE act.

Interpretation of measure: 

  • Departments and agencies should strive to achieve a level of employment equity representation and hiring that meet or exceeds the availability of the designated group in the workforce

Calculations: 

This measure is calculated and displayed separately for each of the four designated groups.

Representation: 

Number of designated group members

divided by

Total number of employees

Employee tenure: Indeterminate employees (including seasonal) and term employees who have been appointed or deployed to the organization for more than three consecutive months, excluding casuals.

Employee status: Active

Period: Snapshot as of

Recruitment: 

Number of designated group members recruited

divided by

Total number of employees recruited

Employee tenure: New Indeterminate (including seasonal) and term employees who have been appointed or deployed to the organization for more than three consecutive months, excluding casuals.

Employee status: N/A

Period: 

  1. What are the proportions of representation, recruitment, promotion, and turnover for women in your department or agency?

    • 7.1

      Representation of women

    • 7.2

      Recruitment of women

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

  • Management Performance
    • Performance Indicator
  1. What are the proportions of representation, recruitment, promotion, and turnover for Aboriginal Peoples in your department or agency?

    • 8.1

      Representation of Aboriginal Peoples

    • 8.2

      Recruitment of Aboriginal Peoples

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

  • Management Performance
    • Performance Indicator
  1. What are the proportions of representation, recruitment, promotion, and turnover for Persons with Disabilities in your department or agency?

    • 9.1

      Representation of Persons with Disabilities

    • 9.2

      Recruitment of Persons with Disabilities

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

  • Management Performance
    • Performance Indicator
  1. What are the proportions of representation, recruitment, promotion, and turnover for Visible Minorities in your department or agency?

    • 10.1

      Representation of Visible Minorities

    • 10.2

      Recruitment of Visible Minorities

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

  • Management Performance
    • Performance Indicator
Respectful workplace and prevention of harassment

An acceptable organizational culture creates a respectful workplace free of harassment and discrimination.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. What does the department or agency do to foster a respectful workplace?

    • Conduct department-wide activities such as workshops, information sessions or group discussions
    • Offer leadership training to develop accountability and foster an ethical culture
    • Mandate training for employees on harassment prevention and /or respectful communication
    • Ensure easily accessible mechanisms for reporting and resolving incidents of harassment or discrimination

    Rationale: 

    To provide an indicator of the extent to which departments and agencies meet the requirement of the Policy on Harassment Prevention and Resolution to ensure that preventive activities are in place to foster a harassment-free workplace and address potential situations of harassment.

Departments should foster a respectful workplace free of harassment and discrimination by ensuring that preventive activities are in place.

It is expected that employees have been given ample opportunity to learn about harassment prevention strategies, the harassment complaint process and their right to a harassment free workplace

Policy on Harassment Prevention and Resolution (refer to section 5.2 and 6.1)

Identified as a priority in the Twenty-Third Annual Report to the Prime Minister on the Public Service of Canada.

Departmental Ask: 

Departments or agencies to submit evidence that best exemplify their selection (one (1) piece of evidence per selection).

Maximum of 4 pieces of evidence.

Examples of expected evidence: 

Selection 1: Workshop/information session/group discussion outline, invitation, agenda, guide, manual, screenshot of department intranet page.

Selection 2: Training guide, invitation, screenshot of department intranet page.

Selection 3: Course/workshop outline or description, screenshot of department intranet webpage highlighting mandatory training on harassment prevention and/or respectful communication (note: evidence must specify that this is mandatory in the department)

Selection 4: Screenshot from the departmental intranet, email communication to employees outlining mechanisms available, copies of presentations.

  • Management Practice
    • Practice
Official Languages

An acceptable organizational culture creates, reflects and maintains a work environment that is conducive to the use of both official languages and in which employees are encouraged to use the official language of their choice.

The organization’s leaders lead by example and promote this objective. Employees play a vital role in fulfilling their organization’s official language obligations when providing services to or communicating with the public or employees. A range of measures is used to better identify areas where attention may be warranted.

Important for questions on Official Languages: departments do not have to submit any evidence or answer the questions as the information is provided by OCHRO based on the 2015-16 Review on Official Languages or through the Position and Classification Information System. Departments that have not submitted information for the Annual Review on Official Languages will be contacted by the Official Languages Centre of Excellence.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. Do the linguistic profiles of bilingual positions reflect the duties of employees or their work units as well as the obligations with respect to service to the public and language of work?

    Results will be displayed as: Nearly always (in 90% or more of cases); very often (between 70% and 89% of cases); often (between 50% and 69% of cases); sometimes (between 25% and 49% of cases); almost never (in less than 25% of cases); not applicable(does not apply to your institution)

    Rationale: 

    This question addresses the need to have the right people with the right linguistic competencies, to provide services to the public and/or supervision to employees “in full compliance with the Official Languages Act,” in line with the President’s top priorities in his mandate letter. This question would also address in part concerns raised by the Commissioner of Official Languages (in his last annual report and in investigations) related to an increase in complaints related to S. 91 of the Official Languages Act.

Organizations are expected to comply with the Policy on Official Languages.

Directive on Official Languages for People Management, Requirement 6.2 and 6.3

2015-16 Annual Review on Official Languages

No evidence is to be submitted for this measure

  • Management Practice
    • Policy Compliance
  1. Official languages in bilingual offices.

    • 13.1

      When the office is designated bilingual, do oral communications occur in the official language chosen by the public?

    • 13.2

      When the office is designated bilingual, do written communications occur in the official language chosen by the public?

    Responses will be displayed as: Nearly always (in 90% or more of cases); very often (between 70% and 89% of cases); often (between 50% and 69% of cases); sometimes (between 25% and 49% of cases); almost never (in less than 25% of cases); not applicable (does not apply to your institution).

    Rationale: 

    This question would address one of the TB President’s top priorities, which is to “ensure that all federal services are delivered in full compliance with the Official Languages Act.”

Organizations are expected to comply with the Policy on Official Languages and the Directive on Official Languages for Communications and Services.

Policy on Official Languages, Requirement 6.2 and Directive on Official Languages for Communications and Services

2015-16 Review on Official Languages –

No evidence is to be submitted for this measure

  • Management Practice
    • Policy Compliance
  1. What is the percentage of executives occupying a designated bilingual position in your organization that have no expired second-language evaluation results (reading, writing, and oral)?

    Period: Snapshot as of March 31, 2016

    Employee tenure: EX-01 to EX-05

    Employee status: Active executive employees

    Rationale: 

    This data provides information on the extent to which the organization’s workforce is maintaining its second language competencies within the executive group. This is also directly related to the leadership role that executives play within their organizations. To lead by example, leaders of an organization must be able to use their language competencies in day-to-day activities as they create an environment conducive to the use of both official languages.

Executives are expected to lead by example and must create an environment conductive to the use of both official languages. Additionally, Organizations are expected to comply with the Policy on Official Languages and the Directive on Official Languages for People Management.

Policy on Official Languages and the Directive on Official Languages for People Management

Position and Classification Information System (PCIS)

No evidence is to be submitted for this measure

  • Management Performance
    • Performance Indicator

Workplace health

Outcome statement: A healthy workplace is essential to the physical and psychological health of federal public service employees. A healthy workplace is also the underpinning of an effective, productive and engaged federal public service.

Rationale pertaining to the questions below: To measure the usage of sick days and identify average trends to inform decision-making.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. Average number of paid sick days per Full Time Equivalent.

    • 15.1

      Average number of certified paid sick days per Full Time Equivalent

    • 15.2

      Average number of uncertified paid sick days per Full Time Equivalent

    • 15.3

      Average number of certified and uncertified (total) paid sick days per Full Time Equivalent

    Rationale: 

    To measure the usage of sick days and identify average trends to inform decision-making.

    Calculation of measure 15.1: 

    Sum of the number of certified paid sick days taken by employees during the period

    divided by

    Number of Full Time Full Year Equivalent (FTFYE)

    Calculation of measure 15.2: 

    Sum of the number of uncertified paid sick days taken by employees during the period

    divided by

    Number of Full Time Full Year Equivalent (FTFYE)

    Calculation of measure 15.3: 

    Sum of the number of certified and uncertified (total) paid sick days taken by employees during the period

    divided by

    Number of Full Time Full Year Equivalent (FTFYE)

    Note: 

    include leave codes 205, 206, 210, 220, only in the calculation of the number of paid sick days.

    The number of FTFYE is calculated as follows: 

    • The FTFYE (Full-Time-Full-Year-Equivalent) variable converts all employees into units representing a full-time employee working for the whole year. The calculation of the FTFY equivalence is based on a ratio between the assigned work week and the normal work week as per the collective agreement and the amount of time an employee is active over a 12-month period.

    The formula is as follows: 

    Number of periods an employee is active over a given year

    divided by

    12 months times assigned work week

    divided by

    Standard work week

    It is important to note that the number of hours in the assigned and normal work weeks can vary depending on employees. The leave usage per employee is translated from hours to days based on individual assigned work week. This means that the number of hours contained in 1 workday can vary depending on the employee. On average however, the day conversion is close to 7.5 hours.

    Employee tenure: Indeterminate and term employees (term greater than 3 months)

    Employee status: Active employees

    Period: 

Organizations should strive to maintain low sick leave rates. Paid sick leave use remained relatively stable over 2012-13 and 2013-14 for both large and small departments and agencies at just over 11.0 days.

N/A

Employee Leave Reporting System

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

  • Management Performance
    • Performance Indicator
  1. What does the department or agency do to support open and stigma-free dialogues in the workplace on mental health?

    • Develop an Action Plan on mental health
    • Appoint a champion for mental health
    • Educate and equip managers, supervisors and Occupational Health and Safety committee members, including through information sessions
    • Offer mental health awareness sessions to employees including available workplace health support services

    Rationale: 

    Mental health continues to be a priority, and the Public Service must show leadership in building a healthy, respectful and supportive work environment where concrete actions are taken to support open and stigma-free dialogues on mental health. The Government of Canada will be releasing a mental health strategy for the federal public service. As part of the strategy, organizations will be required to develop and implement action plans on mental health and to report on their efforts in the 2016-17 performance management cycle.

The Public Service must show leadership in building a healthy, respectful and supportive work environment where concrete actions are taken to support open and stigma-free dialogues on mental health. The Government of Canada will be releasing a mental health strategy for the federal public service. As part of the strategy, organizations will be required to develop and implement action plans on mental health and to report on their efforts in the 2016-17 performance management cycle.

Respectful Workplaces with a Focus on Mental Health: Clerk’s 23rd report to the Prime Minister

Departmental Ask: 

Departments or agencies to submit evidence that best exemplify their selection (s). 1 piece of evidence is required per selection.

Maximum of 4pieces of evidence.

Selection 1: Departmental mental health action plan

Selection 2: Screenshot of departmental intranet website (page with that features a champion responsible for mental health), communications to employees with information on champion.

Selection 3: Guide, manual created for managers, supervisors, Occupational Health and Safety (OHS) committee members, communications to managers, supervisors, OHS committee members.

Selection 4: Material shared at info sessions, communications to employees, screenshot of departmental intranet webpage with available support.

  • Management Practice
    • Practice

Performance management, employee learning, and development

Outcome statement: A skilled and agile workforce that has the competencies and flexibility to meet the needs of an evolving public service

Performance and talent management for executives

Outcome statement: Successful performance and talent management facilitates the effective delivery of strategic and operational goals. For the process to work, employees must understand the process and its purpose and witness its applicability on a daily basis.

Rationale pertaining to the questions below: To provide an indication of the level of maturity of executive talent management practices in organizations.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category

Table 9 Notes

Table 9 Note 1

Or equivalent classifications for non-CPA organizations with different classification systems

Return to table 9 note * referrer

  1. What is the percentage (%) of executives (EX-03 to EX-05) who completed a talent management questionnaire?

    Rationale: 

    To provide an indicator of the extent to which deputy heads meet the governance requirement of participating in the annual executive talent management exercise for Assistant Deputy Ministers (ADMs) and the EX-03 feeder group to ADMs.

    Calculation of measure: 

    Number of EX-03 to EX-05table 9 note * within the organization who have a Talent Management Questionnaires in the Executive Talent Management System (ETMS) in status “Submitted to OCHRO”.

    divided by

    Number EX-03 to EX-05table 9 note * within the organization

    Period: 2015-16 talent management cycle

    Date of extraction: September 2016

    Employee Status: Active indeterminate and term executives at the EX-03 to EX-05 levels

Organizations should strive to have at least 90% completion rate talent management questionnaire

N/A

Executive Talent Management System.

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

There are special circumstances where all or a subset of employees within a department or agency may not be using the system. These departments and agencies may have to submit the required data as part of their submission.

  • Management Performance
    • Performance Indicator
Performance and talent management for non-executives
Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category

Table 10 Notes

Table 10 Note 1

The Department of National Defence, Canada Coast Guards and some special populations use paper performance agreements submit their data to OCHRO.

Return to table 10 note * referrer

  1. What is the percentage (%) of employees in your organization that have documentation setting performance expectations/objectives?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have documentation setting performance expectations (objectives)

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: November 2016

Organizations should strive to have 100% of employees with documentation setting performance objectives.

Performance Management Directive

Public Service Performance Management Applicationtable 10 note *

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

  • Management Performance
    • Performance Indicator
  1. What is the percentage (%) of employees in your organization that have documentation setting learning objectives (learning and development plan)?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have documentation setting learning objectives (learning plan and development plan)

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: 

Organizations should strive to have 100% of employees with documentation setting learning objectives.

Performance Management Directive

Public Service Performance Management Applicationtable 10 note *

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

  • Management Performance
    • Performance Indicator
  1. What is the percentage (%) of employees in your organization that had mid-year conversation(s) with their immediate supervisor to review performance?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who had mid-year conversation(s) with their immediate supervisor to review performance

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: 

Organizations should strive to have 100% of employees with mid-year conversations with their immediate supervisor to review performance.

Performance Management Directive

Public Service Performance Management Applicationtable 10 note *

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

  • Management Performance
    • Performance Indicator
  1. What is the percentage (%) of employees with a completed annual written performance assessment?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have completed a written performance assessment

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Most recent and fully completed performance management cycle

    Date of data extraction: 

Organizations should strive to have 100% of employees with a completed annual written performance assessment.

Performance Management Directive

Public Service Performance Management Applicationtable 10 note *

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

  • Management Performance
    • Performance Indicator

Service standards

The TB Policy on Service defines service standard as: “Public commitment to a measurable level of performance that clients can expect under normal circumstances”

Outcome statement: Achieve excellence in human resources management services to ensure they are client-centred and efficient.

Rationale pertaining to the questions below: Generic and standardize work descriptions can assist departments and agencies in reducing the time/effort required to write, classify, and update work descriptions; simplify recruitment, staffing, career development, and learning efforts; facilitate mobility within an occupational group; etc.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. What is the percentage of positions having generic or standardized job descriptions?

    Rationale: 

    Generic and standardize work descriptions can assist departments and agencies in reducing the time/effort required to write, classify, and update work descriptions; simplify recruitment, staffing, career development, and learning efforts; facilitate mobility within an occupational group; etc.

    Calculation of measure: 

    Number of positions having a generic or standardized work description

    divided by

    Total number of positions

    Period: Snapshot as of

Baseline year.

N/A

Position Classification Information System

No evidence is to be submitted for this measure

Separate Agencies must submit data for this measure.

  • Management Performance
    • Internal Services Measure

Information Management and Information Technology (IM/IT) management

IM stewardship

Outcome statement: Departments and agencies develop and implement strategies and plans to effectively manage information assets to deliver on programs, services and Government of Canada (GC) priority initiatives.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. What is the department or agency’s current level of recordkeeping maturity as identified through the Recordkeeping Assessment Tool (RKAT)?

    Rationale: 

    Provides an overview of the state of recordkeeping in the department or agency with the identification of progress, gaps and challenges in the implementation of the Directive on Recordkeeping.

    Calculation of measure: 

    Results of the self-assessment using the Recordkeeping Assessment Tool posted on the TBS TAP Portal on or before .

The Directive on Recordkeeping compliance deadline was . The compliance threshold is 100%.

Directive on Recordkeeping

TBS to Provide Response

Document Limit: 0

  • Management Performance
    • Performance Indicator
  1. What percentage of planned disposition for paper information resources was completed in fiscal year 2015-2016?

    Rationale: 

    Illustrates the extent to which the department or agency is applying its delegated authorities for disposition reducing the paper information glut in the department or agency. Also provides insight into the level of access to information (ATI) and legal discovery risk the department or agency carries for disposition authorities not being applied.

    Calculation of measure: 

    Total number of paper IRBV that were disposed of between and

    divided by

    Number of paper IRBV whose retentions expired on or before and for which the organization had the authority to dispose

    Note: 

    If the department or agency does not have a formal documented disposition process for paper information resources applicable for 2015-2016, input zero (0) into the response. If a department or agency is unable to determine the number of paper IRBV for which retentions expired on or before and for which the organization had the authority to dispose, input zero (0) into the response. If a department or agency did not plan to undertake any formal paper disposition activities in 2015-2016, input zero (0) into the response. The disposition process document submitted as evidence for Question 3 will be used as evidence for Question 4.

It is expected the percentage of completed planned disposition of paper records in 2015-2016 will be greater than the percentage completed in 2014-2015. Directive on Recordkeeping, 6.1.3

Disposition Plan applicable for fiscal year 2015-2016

Paper Disposition Log / Activity Tracker for fiscal year 2015-2016

Document Limit: 2

  • Management Performance
    • Internal Services Measure
  1. What percentage of planned disposition for electronic information resources was completed in fiscal year 2015-2016?

    Rationale: 

    Provides the extent to which the department or agency is applying its delegated authorities for disposition reducing the electronic information glut in the department or agency. Also provides insight into the level of access to information (ATI) and legal discovery risk the department or agency carries for disposition authorities not being applied.

    Calculation of measure: 

    Total number of electronic IRBV that were disposed of between and

    divided by

    Number of electronic IRBV whose retentions expired on or before and for which the organization had the authority to dispose

    Note: 

    If the department or agency does not have a formal documented disposition process for electronic information resources applicable for 2015-2016, input zero (0) into the response. If a department or agency is unable to determine the number of electronic IRBV for which retentions expired on or before and for which the organization had the authority to dispose, input zero (0) into the response. If a department or agency did not plan to undertake any formal electronic disposition activities in 2015-2016, input zero (0) into the response. The disposition process document submitted as evidence for Question 3 will be used as evidence for Question 4.

It is expected the percentage of completed planned disposition of paper records in 2015-2016 will be greater than the percentage completed in 2014-2015. Directive on Recordkeeping, 6.1.3

Electronic Disposition Log / Activity Tracker for fiscal year 2015-2016

Document Limit: 1

  • Management Performance
    • Performance Indicator

IM program / service enablement

Outcome statement: Information resources are effectively leveraged to support the department’s or agency’s programs and services.

Indicators and Calculation Method (where applicable) Expected Result Policy Reference Evidence Source and Document Limit Category
  1. Has the department’s or agency’s data inventory been completed?

    • Yes
    • No

    Rationale: 

    Confirms that one of the foundational elements of open government is in place to support further initiatives on accountability, transparency and informed decision-making.

    Calculation of measure: 

    Data inventory released on open.canada.ca on or before .

Completed data inventories were to be released on open.canada.ca on or before .

Directive on Open Government 6.3

TBS to Provide Response

Document Limit: 0

  • Management Practice
    • Policy Compliance
  1. How many datasets has the department or agency released via open.canada.ca?

    Rationale: 

    Provides an overview of the progress of the department or agency in maximizing the release of GC data for Canadians.

    Calculation of measure: 

    Total number of datasets posted by a department or agency to open.canada.ca, on or before .

It is expected the number of data sets released in 2016-2017will be greater than the number released in 2015-2016.

Directive on Open Government 6.1

TBS to Provide Response

Document Limit: 0

  • Management Practice
    • Policy Compliance

Glossary

Disposition Plan
Internally approved documented business processes that outline the methodology for disposing of information resources of business value (IRBV) in all formats. It may also include variations in rules and steps for specific information resources.
Disposition Log/Activity Tracker
Evidence which quantifies progress on the implementation of a department’s or agency’s documented disposition plan for IRBV with expired retention periods and for which the department or agency has the authority to dispose.
Financial Management System (FMS)

FMS is any combination of business processes (end-to-end, automated and manual), procedures, controls, data and software applications, all of which are categorized as either a departmental financial and materiel management system (DFMS) or program system or central system that produces financial information and related non-financial information.

Financial management systems are used for any of the following: 

  • Collecting, processing, maintaining, transmitting and reporting data about financial events and to maintain accountability for the related assets, liabilities and equity;
  • Supporting financial management, planning, budgeting and decision-making activities;
  • Accumulating and reporting cost information; or
  • Supporting the preparation of internal and external reports, such as departmental financial statements and input to the Public Accounts of Canada.
Financial Management Transformation (FMT)
FMT is a business-led effort across the Government of Canada to fundamentally change the way the financial management function supports enterprise management and decision-making to support effective program delivery and service to Canadians.
Office of the Comptroller General (OCG)

The Comptroller General of Canada is responsible for providing functional direction and assurance government-wide for financial management, internal audit, investment planning, procurement, project management, and the management of real property and materiel.

The Office of the Comptroller General supports the Comptroller General of Canada by working to ensure that sound policies, standards and practices are in place; by overseeing performance and compliance across the federal government; and by maintaining and building vibrant professional communities through a range of recruitment and development activities.

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