MAF 2017 to 2018 management of acquired services and assets methodology

From: Treasury Board of Canada Secretariat

Methodology Overview

Government departments and agencies require assets and acquired services to support program delivery and to achieve government-wide objectives. The Treasury Board Policy Framework for the Management of Assets and Acquired Servicesand its associated policy instruments set the direction to ensure that the conduct of these activities provides value for money and demonstrates sound stewardship of federal assets.

The sound management of acquired services and assets touches on numerous operational areas in the Government of Canada, including investment planning and the management of projects, procurement and the acquisition of services, the life-cycle management of real property and materiel assets, and the professional development of the functional communities. The Treasury Board of Canada Secretariat (TBS) establishes professional standards for functional communities, which includes support for the establishment of core competencies, associated training, and certification standards.

The departments assessed in this Area of Management (AoM) are among the top 12 spenders on acquired services and assets, together representing 77% of all federal spending in this area.

The overall objectives of the ASAS MAF 2017-18 methodology are to:

Assist deputy heads in monitoring their assets and acquired services management practices and controls, and to measure performance;
Set the direction to ensure value for money and sound stewardship of federal assets;
Assess whether or not the management of functional communities (procurement and real property communities) is conducted in an active and horizontal manner that ensures professional standards are met; and,
Ensure that a skilled, well-trained and professional workforce is developed within each functional community to deliver consistent and effective services.

The outcome statements and the rationale for the indicators are included as part of the MAF questionnaire.

The 2017-18 MAF results will provide the following to the three key audiences listed below:

Deputy Heads:

Provide an overview of compliance, performance, and trend data;
Indicate the completeness and accuracy of asset information;
Indicate the cost-effectiveness of projects; and,
Demonstrate the extent of reinvestment of real property (repair, maintenance and recapitalization).

ASAS Community:

Raise awareness of policy requirements and key risk areas; and,
Promote the professionalization of the procurement and real property communities.

TBS:

Verify policy compliance and provide an overview of departmental performance;
Provide an update on Organizational Project Management Capacity Assessment (OPMCA) information; and,
Provide data and trends to inform policy and guidance development.

TBS has made minor modifications to the 2017-2018 methodology to streamline and improve its utility. The streamlining and reduction of questions used to assess departments is largely due to:

Transition to a three-year cyclical assessment of communities management (next assessed in 2019-2020);
Removal of questions with a track record of high compliance; and,
Removal of questions deemed to provide limited added value.

Five new questions have been included in the areas of project management, procurement, and asset management.
The measure on building condition has been divided into five separate questions (questions 25-29).
Rationales have been revised and improved in order to ensure that departments clearly understand why a particular question is being asked.
Procurement questions have been updated to focus on planning and results.
Asset performance-related questions have been further refined.
In addition to the 35 questions, TBS will be collecting Internal Services Indicators from all departments and agencies, including data from an additional six questions in this AoM.

For the 2017-2018 MAF cycle, the Acquired Services and Assets AoM will assess departments and agencies in “Management Practices” and “Management Performance”. There are no “Management Milestones” for this AoM.

The methodology was developed in consultation with the ASAS community.

Please note that the period assessed for the MAF 2017-2018 cycle covers the period April 1, 2016 to March 31, 2017, unless otherwise indicated in individual questions.

Questionnaire

In this section

Investment planning and management of projects

Outcome statements:

Risk-based, integrated and enterprise-wide investment planning.
Effective, adaptive and informed project management practices.

Indicators and calculation method (where applicable)	Expected result	Policy reference	Evidence source and document limit	Category
In 2016-17, did the department or agency provide an annual update on its investment plan to its minister, which includes advice on investment planning capacity, performance and resource allocation? Yes No Rationale: Effective investment planning ensures resources are allocated in a manner that clearly supports program outcomes and government priorities.	Organizations are required to comply with the Policy on Investment Planning–Assets and Acquired Services. Organizations should provide ongoing advice to their minister at least annually after the investment plan was approved by the Treasury Board.	Policy on Investment Planning – Assets and Acquired Services, section 3.4	Department Examples of evidence are: Briefing note to minister seeking approval of annual update Meeting minutes from senior management committee(s) demonstrating support and approval. Document limit: 2	Management Practice Policy Compliance
In 2016-17, did the department review and consider the lessons learned from past projects when undertaking the project planning and identification phase of new projects? Yes No Rationale: Lessons learned is a project management practice that includes processes for identification, documentation, validation and dissemination of lessons learned. Learning gained from the process of performing a project enables continues improvement of a department’s project management practices and processes.	As a best practice, organizations should review the lessons learned from past projects when undertaking the project planning and identification phase of new projects to ensure successful delivery of projects.	The Organizational Project Management Capacity Assessment Tool includes questions about a department’s approach to lessons learned.	Department Evidence must include: Process document demonstrates that the lessons learned is reviewed at project planning and identification phase; and Lessons learned from past projects were considered in 2016-17 for projects at planning and identification phase. Document limit: 3	Management Practice Practice
In 2016-17, did the department have a strategy to promote and track project management training for employees involved in the management of projects? Yes No Rationale: Ensures that project managers (including staff involved in the management of projects) are equipped with skills and knowledge, which are essential to successful project delivery.	Organizations are expected to comply with the Policy on the Management of Projects. Project management training will allow the department to build the necessary capacity to ensure the successful delivery of projects.	Policy on the Management of Projects section 6.1.5	Department Evidence must include: A description of departmental training strategy in project management. Number of staff that had taken any aspects of training outlined in the strategy in 2016-17. Some examples of the training are: In-house project management training External project management training, i.e. offered by external training provider Project management forum/conference. Document limit: 2	Management Practice Practice
In 2016-17, did the department or agency have a Project Management Information System (PMIS) in place for use throughout the organization that contains project information essential to initiating, planning, executing and closing a project? Yes No Rationale: Accurate, timely, and relevant information is essential to decision-making process in project management. PMIS allows for tracking and communicating this information within the organization which contributes greatly to successful project delivery.	Organizations are required to comply with the Policy on the Management of Projects. Effective project management information system supports the project management function by tracking accurate, timely and relevant information for decision-making in project management.	Policy on the Management of Projects section 6.1.5	Department Evidence must include: A description of the PMIS and the use of its components throughout the organization to support initiating, planning, executing and closing projects. Sample documents demonstrating the usage of PMIS as described above. Document limit: 3	Management Practice Policy Compliance
What % of your department or agency’s projects completed in 2016-17 were delivered on time based on approved completion date at the time of implementation approval? %: Calculation method: Total number of projects with total estimated cost over $1M completed in 2016-17 prior to the planned project completion date established at the time the project first received project implementation approval divided by total number of projects completed in 2016-17 Rationale: It provides information to deputy heads and enables targeted improvements in project management practices.	As a best practice, organizations should assess the percentages of department or agency’s projects completed on time, on budget and on scope, and where appropriate develop and implement strategies to address gaps in project management practices.	Policy on the Management of Projects, Section 6.2.1.	Department Evidence must clearly demonstrate how the calculation methodology is followed. Document limit: 2	Management Practice Practice
What % of your department or agency’s projects completed in 2016-17 were delivered on budget, based on estimated project cost at the time of implementation approval? %: Calculation method: Total number of projects with total estimated cost over $1M completed in 2016-17 where the total cost is within the total estimated project cost established at the time the project first received project implementation approval divided by total number of projects completed in 2016-17. Rationale: It provides information to deputy heads and enables targeted improvements in project management practices.	As a best practice, organizations should assess the percentages of department or agency’s projects completed on time, on budget and on scope, and where appropriate develop and implement strategies to address gaps in project management practices.	Policy on the Management of Projects, Section 6.2.1	Department Evidence must clearly demonstrate how the calculation methodology is followed. Document limit: 2	Management Practice Practice
What % of your department or agency’s projects completed in 2016-17 were delivered on scope based on approved scope at the time of implementation approval? %: Calculation method: Total number of projects with total estimated cost over $1M completed in 2016-17 on scope where the final deliverable(s) was consistent with the expected project outcomes established at the time the project first received project implementation approval divided by total number of projects completed in 2016-17 Rationale: It provides information to deputy heads and enables targeted improvements in project management practices.	As a best practice, organizations should assess the percentages of department or agency’s projects completed on time, on budget and on scope, and where appropriate develop and implement strategies to address gaps in project management practices.	Policy on the Management of Projects, Section 6.2.1	Department Evidence must clearly demonstrate how the calculation methodology is followed. Document limit: 2	Management Practice Practice

Procurement

Outcome statements:

Strong procurement planning practices.
A well-managed procurement regime.
Open, fair and transparent procurement that achieves best value.

Indicators and calculation method (where applicable)	Expected result	Policy reference	Evidence source and document limit	Category
In 2016-2017, did the department or agency complete the required procurement plan component of the most recently approved Investment Plan, which incorporates procurement strategies for each significant planned investment? Yes No Rationale: A key activity that demonstrates a departments or agency’s commitment to short, medium and long term procurement planning.	Organizations are expected to comply with the Policy on Investment Planning–Assets and Acquired Services.	Policy on Investment Planning – Assets and Acquired Services, 6.1.2, Appendix – Content of Investment Plans	TBS – Most recently approved Investment Plan which includes procurement strategies for each significant planned investment.	Management Practice Policy Compliance
In 2016-2017, did the department or agency align its procurement planning with its business planning activities? Yes No Rationale: A key activity that demonstrates a departments or agency’s commitment provide value for money by supporting short, medium and long term procurement planning.	Organizations are expected to comply with the Treasury Board Contracting Policy. Leveraging procurement planning within business planning activities supports efficient allocation of resources.	Treasury Board Contracting Policy, 9.1	Department. Departmental Procurement Plans, Business Plans and other documentation that demonstrates that procurement planning is aligned with business planning activities. Document limit: 4	Management Practice Policy Compliance
In 2016-2017, did the department have a system in place that was used to proactively assess and renew expiring long term contracts (two years or longer) at least one year in advance of their expiration? Yes No Rationale: A key activity that demonstrates a departments or agency’s commitment provide value for money by supporting short, medium and long term procurement planning.	This service standard indicator is being pilot tested through the MAF 2017-18 process. As this is a baseline year, there is no expected result and results will not be assessed in year one.	N/A	Department. Department to provide evidence that expiring long term service contracts were assessed and reviewed a year or greater in advance of expiration. Document limit: 3	Management Performance Service Standard Measure
During 2016-2017, did the department or agency report, in a timely and accurate manner, on its procurement obligations where there is a legislative, regulatory or policy requirement? This includes: Purchasing Activity Report Proactive Disclosure of Contracts Comprehensive Land Claims Agreements Reporting Procurement Strategy for Aboriginal Business Reporting Yes No Rationale: Timely and accurate reporting is important both in terms of departments meeting policy and regulatory requirements, and in terms of central agencies’ ability to properly and accurately collect important statistics on key activities.	Organizations are expected to comply with the Treasury Board Contracting Policy as well as Contracting Policy Notices.	Treasury Board Contracting Policy, 5.1 and Contracting Policy Notices	TBS/Department –Departments to provide evidence that procurement obligations have been reported on in a timely manner. TBS to validate that reporting was completed accurately. All reporting obligations must be submitted by the appropriate deadline and must contain accurate information. Validation of accuracy includes but is not limited to: completeness of information reported, congruence between information in the various reports and compliance with guidelines. Document limit: 4	Management Practice Policy Compliance
What percentage of department or agency contracts over $25K were awarded through a competitive bidding process? Calculation method: Based on the Purchasing Activity Report (PAR) data. This is calculated by dividing the total value of competitive contracts over $25K awarded by the total value of all contracts over $25K awarded (both competitive and non-competitive). %: Rationale: Provides information to the organization’s deputy head and to TBS as to how often the organization is using competitive procurement instruments (on transactions above $25K). This information has been determined to be a key performance indicator for procurement and is in line with those in the Internal Services initiative.	As a best practice, organizations should strive to maximize the number of contracts awarded through a competitive bidding process.	Treasury Board Contracting Policy, 10.1 and Contracting Policy Notices	TBS – Data for annual Purchasing Activity Reports (PAR). TBS will calculate this percentage on behalf of departments and agencies based on original contract value. For departments and agencies delinquent in their PAR reporting, zero percent will be entered.	Management Performance Internal Services Measure
What percentage of department or agency low-dollar acquisitions (under $10K) were acquired using acquisition cards? Calculation method: Based on the Purchasing Activity Report (PAR) data. This is calculated by dividing the total value of acquisition card transactions by the total value of all low-dollar acquisitions (which is the sum of the value of contracts under $10K and the value of acquisition card transactions for the department or agency). %: Rationale: Provides information to the organization’s deputy head and to TBS as to how often the organization is using acquisitions cards as a procurement instrument (on transactions under 10K). This information has been determined to be a key performance indicator for procurement.	Acquisition cards can reduce and simplify the procurement process while also offering opportunities for savings. As a best practice, organizations should strive to maximize the use of acquisition cards for low-dollar acquisitions (under $10K).	Treasury Board Contracting Policy, 9.1.1 and Contracting Policy Notices	TBS – Data for annual Purchasing Activity Reports (PAR). TBS will calculate this percentage on behalf of departments and agencies. For departments and agencies delinquent in their PAR reporting, zero percent will be entered. Provide the total value of all contracts below $10K that were issued for the year.	Management Performance Performance Indicator
What was the percentage of department or agency contracts that used mandatory and non-mandatory standing offers? Calculation method: Based on the Purchasing Activity Report (PAR) data. This is calculated by dividing the total value of call-ups made against standing offers by the total value of all contracts awarded (including call-ups). %: Rationale: Provides information to the department or agency’s Deputy Head and to TBS as to how often it is using standing offers as procurement instruments. This information has been determined to be a key performance indicator for procurement and is in line with those in the Internal Services initiative.	As a best practice, organizations should strive to maximize their use of mandatory and non-mandatory standing offer.	Treasury Board Contracting Policy, Appendix C Part 1, Appendix I 2.2 and Contracting Policy Notices	TBS – Data for annual Purchasing Activity Reports (PAR). TBS will calculate this percentage on behalf of departments and agencies based on original contract value. For departments and agencies delinquent in their PAR reporting, zero percent will be entered.	Management Performance Internal Services Measure

Real property and materiel

Outcome Statements:

Sustainable and cost-effective life-cycle asset management.
Organizations monitor and actively manage their portfolios.
Effective life-cycle asset management.

Indicators and calculation method (where applicable)	Expected result	Policy reference	Evidence source and document limit	Category
In 2016-2017, did the department or agency review the effectiveness of its real property management framework, and make changes as required? Yes No Rationale: Asset management frameworks enable timely and informed decisions and support program delivery. They should have: clear accountability and decision-making structures; authorities and responsibilities that are appropriate to organizational needs and capacity; and systems that provide relevant financial and performance information.	Organizations are required to comply with the Policy on Management of Real Property.	Policy on Management of Real Property,6.1.1	Department. Evidence may include updates, or approved changes to governance, management procedures, practices, committee decisions, updated asset performance information, and monitoring. Document limit: 6	Management Practice Policy Compliance
In 2016-2017, did the department or agency review the effectiveness of its materiel management framework, and make changes as required? Yes No Rationale: Asset management frameworks enable timely and informed decisions and support program delivery. They should have: clear accountability and decision-making structures; authorities and responsibilities that are appropriate to organizational needs and capacity; and systems that provide relevant financial and performance information.	Organizations are required to comply with the Policy on Management of Materiel.	Policy on Management of Materiel, 6.1.1	Department. Evidence may include updates, or approved changes to governance, management procedures, practices, committee decisions, updated asset performance information, and monitoring. Document limit: 6	Management Practice Policy Compliance
In accordance with the Directory of Federal Real Property (DFRP) Certification deadline of December 29, 2017, did the department or agency have complete and accurate real property information? Yes No Rationale: Accurate, reliable and complete information on real property and materiel assets is seen as a basic requirement of a good asset management regime.	Organizations are required to comply with the Policy on Management of Real Property.	Policy on Management of Real Property, 6.1.1 Reporting Standard on Real Property, Part I	TBS. Directory of Federal Real Property (DFRP) information attested by department	Management Practice Policy Compliance
In 2016-2017, did the department or agency have complete and accurate materiel asset information? Yes No Rationale: Accurate, reliable and complete information on real property and materiel assets is seen as a basic requirement of a good asset management regime.	Organizations are required to comply with the Policy on Management of Materiel.	Policy on Management of Materiel, 6.1.8	Department. Documentation or sample information that demonstrates capability to provide complete and accurate listings of asset holdings. For example: screen shots from materiel information system; sample of asset holdings. Document limit: 6	Management Practice Policy Compliance
Investment in Real Property (Part 1) What was the replacement value of the department’s Crown-owned real property assets for 2016-2017? Rationale: Departments and agencies are required to develop acquisition, operation, maintenance and disposal strategies based on the findings of performance assessments and on an economic and program analyses that considers the full life-cycle cost and benefits of the real property options to meet ongoing program requirements. The Guide on the Management of Real Property (3.2.2) recommends that investment in the repair and maintenance and recapitalization of assets should be at minimum of 4 percent of its replacement costs.	The Guide on the Management of Real Property recommends that investment in the repair and maintenance and recapitalization of assets should be at minimum of 4 percent of its replacement costs.	Policy on Management of Real Property, 6.1.4	Department. Evidence must include: the estimated replacement cost of real property assets; how it was calculated or estimated; when it was it last updated, as well as how much was spent on repair and maintenance of real property assets; what is included in repair and maintenance; how much was spent on recapitalization of assets and what is included in recapitalization, including infrastructure funding. How much of the spending was due to infrastructure funding? Document limit: 6	Management Performance Performance Indicator
Investment in Real Property (Part 2) What was spent in 2016-2017 in repair, maintenance and recapitalization of Crown-owned assets to ensure the integrity of these assets? Rationale: Departments and agencies are required to develop acquisition, operation, maintenance and disposal strategies based on the findings of performance assessments and on an economic and program analyses that considers the full life-cycle cost and benefits of the real property options to meet ongoing program requirements. The Guide on the Management of Real Property (3.2.2) recommends that investment in the repair and maintenance and recapitalization of assets should be at minimum of 4 percent of its replacement costs.	The Guide on the Management of Real Property recommends that investment in the repair and maintenance and recapitalization of assets should be at minimum of 4 percent of its replacement costs.	Policy on Management of Real Property, 6.1.4	Department. Evidence must include: the estimated replacement cost of real property assets; how it was calculated or estimated; when it was it last updated, as well as how much was spent on repair and maintenance of real property assets; what is included in repair and maintenance; how much was spent on recapitalization of assets and what is included in recapitalization, including infrastructure funding. How much of the spending was due to infrastructure funding? Document limit: 6	Management Performance Performance Indicator
Asset Management Strategies (Part 1): For its real property portfolio, did the department or agency develop acquisition, maintenance and disposal strategies that consider asset performance information, ongoing program needs and value for money, and inform the Investment Plan? Yes No Rationale: Departments and agencies are required to develop strategies that achieve value for money and sound stewardship through each of the acquisition, operating and maintenance, and disposition phases of asset management. Cost savings should result from managing on a portfolio basis.	Organizations are required to comply with the Policy on Management of Real Property.	Policy on Management of Real Property, 6.1.4	TBS – Most recently approved Investment Plan. Department Strategies for real property and materiel acquisitions, operations and maintenance, and dispositions. Document limit: 6	Management Practice Policy Compliance
Asset Management Strategies (Part 2): For its materiel holdings, did the department or agency develop acquisition, maintenance and disposal strategies that consider asset performance information, ongoing program needs and value for money, and inform the Investment Plan? Yes No Rationale: Departments and agencies are required to develop strategies that achieve value for money and sound stewardship through each of the acquisition, operating and maintenance, and disposition phases of asset management. Cost-effective and efficient delivery of government programs is seen as a basic requirement of a good asset management regime.	Organizations are required to comply with the Policy on Management of Materiel.	Policy on Management of Materiel, 6.1.3	Department Strategies for materiel acquisitions, operations and maintenance, and dispositions. Strategies should take into consideration alternative options and total cost of ownership. Evidence should include examples of significant categories of materiel (not limited to fleet). Document limit: 6	Management Practice Policy Compliance
In 2016-2017, did the department or agency have indicators in place to measure real property asset performance in all of the following areas? Physical condition Functionality Use Financial performance Yes No Rationale: Deputy heads are responsible for monitoring Policy Compliance and for ensuring that management practices and controls are in place to act expeditiously when control failures are identified.	Organizations are required to comply with the Policy on Management of Real Property.	Policy on Management of Real Property, 6.1.3 The four areas are defined in the Guide to the Management of Real Property, s. 6.2	Department. Evidence may include performance measurement information in all four areas for real property assets, and evidence related to the use of this information in the department’s decision making. Document limit: 6	Management Practice Policy Compliance
In 2016-2017, did the department or agency have performance indicators in place for all of the areas listed below to measure how well its materiel meets program requirements? Physical condition Functionality Use Financial performance (the cost of operating and sustaining an asset relative to established standards or targets). Yes No Rationale: Deputy heads are responsible for monitoring Policy Compliance and for ensuring that management practices and controls are in place to act expeditiously when control failures are identified.	Organizations are required to comply with the Policy on Management of Materiel.	Policy on Management of Materiel, 6.1.2	Department. Evidence may include performance measurement information in all four areas for materiel assets, and evidence related to the use of this information in the department’s decision making. Document limit: 6	Management Practice Policy Compliance
As of December 29, 2017, what percentage of building floor area in the department or agency’s real property portfolio (Crown-owned) was rated in good condition? %: Rationale: This Key Performance Indicator (KPI) measures the condition of real property and is being considered as one of the mandatory Internal Service Standard outcome measures for Real Property, Internal Services.	Departments and agencies know the structure condition of their real property assets and are required to report this information in to the Directory of Federal Real Property (DFRP), a central inventory for real property data.	Policy on Management of Real Property, 6.1.3	TBS – Directory of Federal Real Property Department: Description of the methodology used to establish categories of building condition. Note: The methodology should describe all five categories of building condition. No additional descriptions are required for questions 26-29. Document limit: 2	Management Performance Internal Services Measure
As of December 29, 2017, what percentage of building floor area in the department or agency’s real property portfolio (Crown-owned) was rated in fair condition? %: Rationale: This Key Performance Indicator (KPI) measures the condition of real property and is being considered as one of the mandatory Internal Service Standard outcome measures for Real Property, Internal Services.	Departments and agencies know the structure condition of their real property assets and are required to report this information in to the Directory of Federal Real Property (DFRP), a central inventory for real property data.	Policy on Management of Real Property, 6.1.3	TBS – Directory of Federal Real Property Department: Description of the methodology used to establish categories of building condition. Note: No requirement to add a description if it has already been included for Q25.	Management Performance Internal Services Measure
As of December 29, 2017, what percentage of building floor area in the department or agency’s real property portfolio (Crown-owned) was rated in poor condition? %: Rationale: This Key Performance Indicator (KPI) measures the condition of real property and is being considered as one of the mandatory Internal Service Standard outcome measures for Real Property, Internal Services.	Departments and agencies know the structure condition of their real property assets and are required to report this information in to the Directory of Federal Real Property (DFRP), a central inventory for real property data.	Policy on Management of Real Property, 6.1.3	TBS – Directory of Federal Real Property Department: Description of the methodology used to establish categories of building condition. Note: No requirement to add a description if it has already been included for Q25.	Management Performance Internal Services Measure
As of December 29, 2017, what percentage of building floor area in the department or agency’s real property portfolio (Crown-owned) was rated in critical condition? %: Rationale: This Key Performance Indicator (KPI) measures the condition of real property and is being considered as one of the mandatory Internal Service Standard outcome measures for Real Property, Internal Services.	Departments and agencies know the structure condition of their real property assets and are required to report this information in to the Directory of Federal Real Property (DFRP), a central inventory for real property data.	Policy on Management of Real Property, 6.1.3	TBS – Directory of Federal Real Property Department: Description of the methodology used to establish categories of building condition. Note: No requirement to add a description if it has already been included for Q25.	Management Performance Internal Services Measure
As of December 29, 2017, what percentage of building floor area in the department or agency’s real property portfolio (Crown-owned) was rated in an unknown condition? %: Rationale: This Key Performance Indicator (KPI) measures the condition of real property and is being considered as one of the mandatory Management, Resources and Results Structures (MRRS) outcome measures for Real Property, Internal Services.	Departments and agencies know the structure condition of their real property assets and are required to report this information in to the Directory of Federal Real Property (DFRP), a central inventory for real property data.	Policy on Management of Real Property, 6.1.3	TBS – Directory of Federal Real Property Department: Description of the methodology used to establish categories of building condition. Note: No requirement to add a description if it has already been included for Q25.	Management Performance Internal Services Measure
What is the utilization of general purpose office space as measured by average rentable square metres per FTE in 2016-2017? Rationale: In collaboration with departments and other key stakeholders, the Treasury Board Secretariat (TBS) developed this service standard to help departments determine how efficiently the space assigned for their operations is managed. The financial performance of real property is assessed against the actual and estimated life cycle costs related to its administration and use.	Space per FTE results in any given year should decrease as the 2012 revised office standards are being implemented across the government portfolio.	Standard TBS Internal Services performance indicators for 2016-17.	PSPC PSPC to provide total rentable square metres of general purpose office space and the number of FTEs.	Management Performance Internal Services Measure
What percentage of your department’s or agency’s building floor space was vacant as of March 31, 2017? (For buildings in the custody of the department or agency only.) Rationale: Departments require investment strategies that reflect departmental goals and the government’s management agenda. They should strive to ensure that inventory is optimized and supports program needs.	Organizations are expected to maximize the utilization of their real property portfolios based on program requirements.	Policy on Management of Real Property, s. 6.1.3 Guide to the Management of Real Property, s. 4.2	Department Evidence may include utilization reports, vacancy calculations, inventories of vacant space and buildings. Document limit: 2	Management Performance Performance Indicator
What percentage of your department’s materiel assets were in serviceable condition in 2016-2017? Rationale: Organizations should ensure that their materiel management framework provides them with relevant performance information, and supports informed decision making. Organizations should establish proper asset management practices to ensure that repairs, refurbishing, or replacements are carried out before the assets become unserviceable, uneconomical to use, or both.	N/A	Standard TBS Internal Services performance indicators for 2016-17. Treasury Board Policy on Management of Materiel, 6.1.1 and 6.1.2. Treasury Board Guide to the Management of Materiel, 3.3.2	Department Department to provide documentation. Note: A serviceable asset is an asset that is useable, reliable and which can be used without restriction. Materiel assets for this indicator refers to individual assets with an estimated replacement value of value of $10K and greater. See Internal Services Indicators and Methodologies for additional definitions. Document limit: 2	Management Performance Internal Services Measure
What percentage of your department’s total materiel assets were declared surplus in 2016-2017? Rationale: Disposing of surplus materiel in a timely manner is a requirement of the Policy on Management of Materiel. Assets must be declared surplus in order for programs to work effectively with materiel management functions. Organizations are expected to dispose of surplus materiel assets as effectively as possible, as soon as possible after they become surplus to the requirements of program delivery, and in a manner that obtains highest net value for the Crown.	N/A	Standard TBS Internal Services performance indicators for 2016-17. Policy on Management of Materiel, 6.1.12	Department Department to provide documentation. Document limit: 2	Management Performance Internal Services Measure
In 2016-17, did your department have procedures in place to ensure materiel that is no longer required for program use, is declared surplus in a timely manner? Rationale: Organizations are expected to dispose of surplus materiel assets as effectively as possible, as soon as possible after they become surplus to the requirements of program delivery, and in a manner that obtains highest net value for the Crown.	Organizations are required to comply with the Policy on Management of Materiel.	Policy on Management of Materiel, s.6.1.12 Guide to Management of Materiel, s.3.4.1	Department Evidence may include departmental policy instruments, records of decision, emails. Document limit: 4	Management Practice Policy Compliance
What percentage of vehicles in the departmental fleet licensed in Canada have their odometer readings updated on a monthly basis, as a minimum, in 2016-2017? Rationale: Odometer readings are a key metric/input to ensuring that vehicle utilization is regularly monitored, and maintenance is appropriately scheduled.	Vehicle odometer readings must be regularly reported. As a best practice, organizations should report odometer readings, at the very least, on a monthly basis	Treasury Board Directive on Fleet Management: Light Duty Vehicles, 5.3.5. Treasury Board Guide to Fleet Management, 5.5.3	Department Department to provide documentation including examples of monthly odometer readings. Document limit: 2	Management Performance Performance Indicator

Internal services efficiency indicators

Note: Internal Service Indicators that were part of previous MAF cycles are identified in the sections above (as indicated by checkbox in right-hand column).

Indicators and calculation method (where applicable)	Expected result	Policy reference	Evidence source and document limit	Category
2016-17 actual gross voted operating expenditures on Materiel Management Internal Services category as a percentage of 2016-17 departmental actual gross voted operating expenditures. Rationale: An indicator of efficient use of financial resources in the form of overhead expenditures where the level of resources should be an appropriate proportion of the level of resources for the whole department. Measurement of overhead expenditures along with FTEs strengthens understanding of efficiency. The MAF results will inform Deputy Heads (oversight role), TBS-OCG (functional role), and TBS-EMS (internal services).	Departments and agencies deliver materiel management services and achieve results in an efficient manner.	N/A	TBS to provide response.	Management Performance Internal Services Measure
2016-17 Materiel Management Internal Services category FTEs as a percentage of 2016-17 total departmental FTEs. Rationale: An indicator of efficient use of human resources where the level of resources should be an appropriate proportion of the level of resources for the whole department. Measurement of FTEs along with overhead expenditures strengthens understanding of efficiency. The MAF results will inform Deputy Heads (oversight role), TBS-OCG (functional role), and TBS-EMS (internal services).	Departments and agencies deliver materiel management services and achieve results in an efficient manner.	N/A	TBS to provide response.	Management Performance Internal Services Measure
2016-17 actual gross voted operating expenditures on Real Property Management Internal Services category as a percentage of 2016-17 departmental actual gross voted operating expenditures. Rationale: An indicator of efficient use of financial resources in the form of overhead expenditures where the level of resources should be an appropriate proportion of the level of resources for the whole department. Measurement of overhead expenditures along with FTEs strengthens understanding of efficiency. The MAF results will inform Deputy Heads (oversight role), TBS-OCG (functional role), and TBS-EMS (internal services).	Departments and agencies deliver real property management services and achieve results in an efficient manner.	N/A	TBS to provide response.	Management Performance Internal Services Measure
2016-17 Real Property Management Internal Services category FTEs as a percentage of 2016-17 total departmental FTEs. Rationale: An indicator of efficient use of human resources where the level of resources should be an appropriate proportion of the level of resources for the whole department. Measurement of FTEs along with overhead expenditures strengthens understanding of efficiency.	Departments and agencies deliver real property management services and achieve results in an efficient manner.	N/A	TBS to provide response.	Management Performance Internal Services Measure
2016-17 actual gross voted operating expenditures on Acquisitions Management Internal Services category as a percentage of 2016-17 departmental actual gross voted operating expenditures. Rationale: An indicator of efficient use of financial resources in the form of overhead expenditures where the level of resources should be an appropriate proportion of the level of resources for the whole department. Measurement of overhead expenditures along with FTEs strengthens understanding of efficiency. The MAF results will inform Deputy Heads (oversight role), TBS-OCG (functional role), and TBS-EMS (internal services).	Departments and agencies deliver acquisitions management services and achieve results in an efficient manner.	N/A	TBS to provide response	Management Performance Internal Services Measure
2016-17 Acquisitions Management Internal Services category FTEs as a percentage of 2016-17 total departmental FTEs. Rationale: An indicator of efficient use of human resources where the level of resources should be an appropriate proportion of the level of resources for the whole department. Measurement of FTEs along with overhead expenditures strengthens understanding of efficiency. The MAF results will inform Deputy Heads (oversight role), TBS-OCG (functional role), and TBS-EMS (internal services).	Departments and agencies deliver acquisitions management services and achieve results in an efficient manner.	N/A	TBS to provide response.	Management Performance Internal Services Measure

Acronyms

Acronyms	Spelled Out
MAF	Management Accountability Framework
EX	Executive
ADM	Assistant Deputy Minister
MM	Materiel Management
RP	Real Property
ASAS	Acquired Services and Assets Sector
TBS	Treasury Board of Canada Secretariat
PAR	Purchasing Activity Report

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Date modified:: 2018-09-21

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