ARCHIVED - 2009-2010 DPRs - Response to Parliamentary Committees and External Audits

Standing Committee on Agriculture and Agri-Food: Potato Cyst Nematode

The report was adopted by the Committee on April 28, 2009, and presented to the House of Commons on May 7, 2009.

A Government Response, as requested by the Committee, was presented to the House of Commons on September 14, 2009. It included a full response to the four recommendations of the report. The Government shares the Committee's commitment to address the needs of the potato sector facing transition, regulatory constraints, pressures on short-term liquidity, and long-term competitiveness challenges.

The response is available on the Parliament of Canada’s website.

Standing Senate Committee on Agriculture and Forestry

The Committee tabled its fourth report (final) entitled Beyond Freefall: Halting Rural Poverty on June 4, 2009. This report was a result of the Committee’s study to examine and report on rural poverty in Canada. The report included 68 recommendations and was adopted by the Senate on June 18, 2009.

The Government Response included responses from 29 departments, agencies and Crown corporations, which gave careful consideration to the report's 68 recommendations. The Government Response was deposited with the Clerk of the Senate on November 13, 2009.

The Government of Canada supports the spirit and intent of the Committee's report and recommendations, which recognize that rural Canada is a vibrant and vital part of the country and that it is important for all levels of government and economic sectors to work together to develop opportunities for rural communities.

The Government Response was presented in four parts: a coordinated approach for sustained rural growth and prosperity; investments and partnerships to stimulate rural economies; investments and partnerships to support vulnerable Canadians and improve quality of life; and investments and partnerships to re-vitalize rural communities.

The response is available on the Parliament of Canada’s website.

Chapter 1 of the November 2009 report by the Office of the Auditor General (OAG) concerned a government-wide audit that examined program evaluation in relation to the measurement of program effectiveness, covering the five-year period from 2004-05 to 2008-09. The objective of the audit was to determine whether selected departments, including Agriculture and Agri-Food Canada (AAFC), and the Treasury Board Secretariat (Centre of Excellence for Evaluation) could demonstrate that the needs for effectiveness evaluation were being met, and that improvements in effectiveness evaluation had been identified and acted upon.

AAFC agreed with the Auditor General's recommendations and is taking action to address them. The report and a listing of recommendations with management responses from the six departments can be found on the Auditor General's website.

The OAG completed an audit on the Net Income Stabilization Account (NISA) Program for 2008-09. The objective of the audit was to provide an independent opinion on “whether the final statement had been fairly presented, in all material respects, in accordance with Canadian generally accepted accounting principles.” The audit report contained no recommendations¹.

In May 2009, the Public Service Commission (PSC) released its report on the audit of the Federal Student Work Experience Program. Several departments, including AAFC, were included in the audit. The objective of the audit was to determine whether departments hiring students through Federal Student Work Experience Program, and making subsequent appointments using bridging mechanisms, were doing so in accordance with TBS and PSC policies and regulations.

AAFC agreed with the recommendations and provided a management response. The audit report includes a general management response based on the comments received from the departments audited. The audit report and general management response can be found on PSC's website.

2009 Report of the Commissioner of the Environment and Sustainable Development, Chapter 1, Applying the Canadian Environmental Assessment Act

Four recommendations were directed at the Agency. Three of the recommendation focused on the Agency's Quality Assurance Program. The other recommendation identified long-standing, systemic issues with federal coordination in environmental assessment. The Agency responded to the recommendations.

The Standing Committee on Agriculture and Agri-Food (SCAAF)

• In May 2009, the Standing Committee on Agriculture and Agri-Food (SCAAF) tabled a report on its study: "The Potato Cyst Nematode (PCN) in Quebec and Alberta" with a focus on the assistance offered to producers in these quarantined areas. SCAAF made four recommendations to the Agriculture portfolio which agreed to address each finding. Recommendation #2 sought a timely completion of the negotiations to establish "Guidelines on Surveillance and Phytosanitary Actions for PCN" between Canada, the United States and other countries. In June 2009, the revised Guidelines were signed between the CFIA and the US Department of Agriculture (USDA). In response to Recommendation #4, the CFIA reaffirmed its commitment to address the findings of the December 2008 OAG audit report "Managing Risks to Canada's Plant Resources".

GOC Response to SCAAF Report at Parliamentary can be found at: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4096914&Language=E&Mode=1&Parl=40&Ses=2

Referenced in Section II of the DPR under PA 2.2.2 Plant Health Risk and Production Systems – Strategic Performance Analysis

The Standing Committee on Public Accounts (PACP)

• In June 2009, the Standing Committee on Public Accounts (PACP) tabled a report which described its assessment of the CFIA's Management Action Plan (MAP). This MAP describes how the CFIA will address the recommendations made in the December 2008 OAG audit report "Managing Risks to Canada's Plant Resources". In its report, the PACP provided six recommendations for the CFIA to consider, including the requirement for the Agency to provide a detailed and technical action plan to the PACP by December 31, 2009.
• The CFIA agrees with all the PACP recommendations. Due to the high degree of similarity around the findings of the OAG audit, the PACP study and a 2008 internal evaluation report on the Agency's invasive alien species program, CFIA's response to all of these report recommendations was integrated into one single Detailed and Technical Action Plan (DTAP). The DTAP identifies a framework of specific initiatives and strategies to be undertaken by the CFIA over the next five years that in the aggregate will achieve the performance improvement required to address the issues identified by the OAG, PACP and the internal evaluation.

CFIA's detailed action plan can be found at: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4140080&Language=E&Mode=1&Parl=40&Ses=2

Referenced in Section II of the DPR under PA 2.2.2 Plant Health Risk and Production Systems – Strategic Performance Analysis

Not Applicable

External Audits
The Office of the Comptroller General Horizontal Internal Audits:

1. Horizontal Internal Audits of Corporate Risk Profiles in Large Departments and Agencies (LDAs)
   
   The report examined how corporate risk management processes are governed, what systems and practices are used to develop them, how they are incorporated into business planning, and how LDAs report on corporate risk management performance.
   
   http://www.tbs-sct.gc.ca/report/orp/2010/crp-pro-eng.asp
2. Horizontal Internal Audit of High Risk Expenditures in Large Departments and Agencies (LDAs)
   
   The report examined the risk management over expenditure controls and the practices in place in a sample of LDAs in order to determine whether expenditure management was being carried out in a cost-effective and efficient manner while maintaining the required level of control.
   
   http://www.tbs-sct.gc.ca/report/orp/2009/hia-vih-eng.asp

Response to the Second Report of the Standing Committee on Canadian Heritage Issues and Challenges Related to Local Television.

• On June 19, 2009, the Standing Committee on Canadian Heritage tabled in the House of Commons a Report entitled: "Issues and Challenges Related to Local Television" which contained 18 recommendations. The Government Response, prepared by the Department of Canadian Heritage and signed by the Minister of Canadian Heritage and Official Languages, was tabled on October 9, 2009. From March 2009 to June 2009, the Committee undertook a study on the Evolution of the Television Industry in Canada and its impact on Local Communities. The Committee set out two general principles: "that any programs designed to assist local broadcasting be open to both private and public broadcasters" and "the Committee reaffirms the importance of maintaining Canadian content and local programming obligations". The Government acknowledged in its response that "Local television is changing in ways that the Committee has noted".  The Government indicated that before moving forward to address the issue, he wanted to see what would be the outcomes of the Canadian Radio-television Telecommunication Commission (CRTC) hearings. 

Link to the Government Response: http://www2.parl.gc.ca/HousePublications/Publication.aspx?
DocId=4139151&Language=E&Mode=1&Parl=40&Ses=2

Response to the First Report of the Standing Committee on Canadian Heritage Report on the Analysis of the Arts Programs that were cancelled in summer 2008.

• On April 23, 2009, the Standing Committee on Canadian Heritage tabled in the House of Commons a report entitled: Report on the Analysis of the Arts Programs that were cancelled in summer 2008, which did not included any recommendation. The Government Response was tabled on August 19, 2009. It was prepared by the Department of Canadian Heritage and was signed by the Minister of Canadian Heritage and Official Languages. In its report, the Committee concluded that the "cuts to arts programming, particularly the loss of the Department of Heritage's Trade Routes and Department of Foreign Affairs PromArt had major negative impacts on Canadian arts organizations", "that these cuts were ideological in nature" and "calls on the government to reinstate the programs". The Government Response indicated that "Programs affected were those that were not effectively meeting objectives, or had attained their original objectives."

Link to the Government Response: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=40177
66&Language=E&Mode=1&Parl=40&Ses=2

Response to the Second Report of the Standing Committee on the Status of Women entitled: "Towards Gender Responsive Budgeting: Rising to the Challenge of Achieving Gender Equality".

• On February 26, 2009, the Standing Committee on the Status of Women tabled in the House of Commons a report entitled Towards gender responsive budgeting: rising to the challenge of achieving gender equality which included 27 recommendations. The Government Response was prepared by Status of Women Canada and was tabled on August 19, 2009. It was signed by the former Minister of State for the Status of Women. By tabling this report, the committee reiterated recommendations they made during the 39^th Parliament in 2008, in their Eleventh Report entitled Towards Gender Responsive Budgeting: Rising to the Challenge of Achieving Gender Equality. The Committee recommended that gender-based analysis being performed be strengthen and that Central Agencies play a more important role on the issue of gender-responsive budgeting. The Government responded that it "recognizes the importance of gender-based analysis in the development and assessment of policies and programs and accepts the intent of the Committee report as to the enhancement of gender-based analysis implementation in Government and to increasing the integration of gender-based analysis within the budget process". One of the Committee's recommendations was that the Office of the Auditor General conduct an audit on the implementation of gender-based analysis across Government and this audit was tabled in the House on May 12, 2009. In its Response the Government indicated that "The Government is ready to act on the findings in the audit and recognizes the importance of gender-based analysis in policy and program formulation and assessment."

Link to the Government Response: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4017756&
Language=E&Mode=1&Parl=40&Ses=2

Response to the Third Report of the Standing Senate Committee on Official Languages entitled: Francophone Arts and Culture: Living Life to Its Fullest in Minority Settings.

• On June 4, 2009, the Standing Senate Committee on Official Languages tabled its Third Report entitled: Francophone Arts and Culture: Living Life to Its Fullest in Minority Settings, which included 8 recommendations. A motion to request a Government Response was adopted in the Senate. The Government Response was tabled on November 6, 2009 and was signed by the Minister of Canadian Heritage and Official Languages. The Committee indicated in its report that "supporting arts and culture must be part of a comprehensive, sustainable and effective strategy for the development of Francophone communities in minority settings." It concluded by saying that "Arts and culture are at the heart of Canadian identity; they are at the heart of the identity of Francophone communities in minority settings." In its Response the Government indicated that it "is determined to support the development of Francophone arts and culture in Canada. It is convinced of the importance this area of activity plays in the vitality of Francophone communities in this country and of the contribution these communities can make to the expression of arts and culture nation-wide."

The Government Response is not available online.

Auditor General's 2009 Fall Report – Chapter I - Evaluating the Effectiveness of Programs

• The Report was tabled in the House of Commons on November 3, 2009.
  
  
• The audit examined how evaluation units in six departments (including Canadian Heritage) and the Treasury Board of Canada Secretariat (TBS) identify and respond to the various needs for effectiveness evaluations. It also looked at whether departments have built the required capacity to address those needs. Finally, it examined the oversight and support role of TBS in monitoring and improving the evaluation function in the government.
  
  
• It found that most of the effectiveness evaluations did not adequately assess program effectiveness, due mainly to the lack of performance data on which to base their evaluation. The audit also found that departments do not systematically identify the improvements that are needed to carry out effectiveness evaluations.
  
  
• The Department of Canadian Heritage agreed with all three recommendations addressed to the audited departments and prepared an action plan to:
  
  
  1. ensure that ongoing program performance information is collected to support effectiveness evaluation;
     
     
  2. consider the merits of including external experts on their departmental evaluation committees; and
     
     
  3. implement systematic processes to determine whether their effectiveness evaluations are meeting government-wide requirements and internal corporate needs, and act on areas identified for improvement.

• June 4, 2009 - President Michael Binder and Peter Elder, Director General, Directorate of Nuclear Cycle and Facilities Regulation appeared before the House of Commons Standing Committee on Natural Resources in relation to the committee's study of the Atomic Energy Canada Limited facility at Chalk River and the status of the production of medical isotopes.

• None to Report

• None to Report

• No recommendation was received in 2009-2010.

• No recommendation was received in 2009-2010.

• The Office of the Comptroller General conducted on horizontal audit on Contracting and Monitoring Information Systems (2009). The CSA's response to this audit is reported in the Follow-up on Management Action Plans for Audits (2010):
  http://www.asc-csa.gc.ca/pdf/management-2010.pdf

During the reporting period, there were no Parliamentary Committee recommendations on which the Agency was asked to respond.

During the reporting period, no recommendation of the Auditor General nor the Commissioner of the Environment and Sustainable Development was addressed specifically to the Agency.

No external audits were done during fiscal year 2009–2010.

Report 7: Temporary Foreign Workers and Non-Status Workers

The Standing Committee on Citizenship and Immigration presented the report and 36 recommendations to the House of Commons on May 6, 2009. The recommendations covered a wide range of issues, including the operation and management of the Temporary Foreign Worker Program; pathways to permanent residency; work permits; the Live-in Caregiver Program; and worker protection.

The Government of Canada’s response was tabled on August 19, 2009.

Report 11: Review of the Subject Matter of Bill C-37, An Act to Amend the Citizenship Act, Enacted in Second Session of the 39th Parliament

The Standing Committee on Citizenship and Immigration presented the report and three recommendations to the House of Commons on June 25, 2009. Two recommendations related to the first-generation limit on passing on citizenship by descent for children born abroad to or adopted by Canadians, while the third called on the Government to consider as quickly as possible those cases not resolved by Bill C-37.

The Government of Canada’s response was tabled on October 23, 2009.

Office of the Auditor General of Canada (OAG)

November 2009 Chapter 1—Evaluating the Effectiveness of Programs

This government-wide audit examined program evaluation in relation to the measurement of program effectiveness. The overall objective of the audit was to determine whether selected departments and the Treasury Board of Canada Secretariat are meeting the needs for effectiveness evaluation and are identifying and making improvements in effectiveness evaluation. CIC was one of six departments in which examination work was carried out. The audit covered a five-year period, from the 2004–2005 to 2008–2009 fiscal years. CIC was included in three recommendations made by the OAG, which recommended that CIC:

• Develop and implement action plans to ensure that ongoing program performance information is collected to support effectiveness evaluation;
• Consider the merits of including external experts on the departmental evaluation committee; and
• Implement systematic processes to determine whether effectiveness evaluations are meeting government-wide requirements and internal corporate needs, and act on areas identified for improvement.

CIC agreed with these recommendations.

November 2009 Chapter 2—Selecting Foreign Workers Under the Immigration Program

The OAG examined how CIC plans for and manages programs designed to facilitate the entry of permanent and temporary workers into Canada and the recognition of foreign credentials in Canada. In addition, the OAG looked at the role of Human Resources and Skills Development Canada (HRSDC) in supporting the planning and delivery of these programs, including the issuance of labour market opinions by its Service Canada offices. The audit covered the period from June 2002, when the Immigration and Refugee Protection Act came into effect, to June 30, 2009.

A number of recommendations were made to the Department. The OAG recommended that CIC:

• strengthen its strategic planning, by developing a strategic roadmap for the future of the Immigration Program including a clear vision of what each category is expected to contribute and take the necessary steps to ensure that its programming is optimal and closely aligned with that vision;
• in developing future ministerial instructions, ensure that selected strategies are supported by strong policy, program and operational analysis;
• closely monitor the impact of the new eligibility criteria on the number of applications to be processed under the Federal Skilled Worker category and on the effectiveness of its inventory reduction strategy;
• evaluate, after the first two years of operations, the cost-effectiveness of the Centralized Intake Office and the extent to which it is meeting its objectives;
• ensure that its quality assurance framework is implemented fully and consistently in all missions;
• work with provinces and territories to ensure that, for the Provincial Nominee Program: mechanisms are in place to collect and share appropriate information against agreed upon evaluation criteria, evaluation plans are prepared and implemented and quality assurance mechanisms are in place; and
• in consultation with key partners, put in place structures and processes to ensure that the selected eligible occupations remain relevant to the changing needs of the Canadian labour market; and
• HRSDC:
  • clarify its respective roles and responsibilities, and put mechanisms in place to ensure that the genuineness of job offers is systematically verified;
  • implement mechanisms that would better enable HRSDC to ensure the integrity of the Temporary Foreign Worker Program and the protection of individuals; and
  • carry out evaluations of permanent and temporary foreign worker programs according to its approved evaluation plans.

CIC agreed with the recommendations.

Commissioner of the Environment and Sustainable Development

Public Service Commission of Canada

No audits of CIC.

Office of the Commissioner of Official Languages

No audits of CIC.

• [Parliamentary Committees have continually called for improved reporting by departments and agencies in their reports to Parliament on follow-up to committee recommendations. As a result, departments and agencies are encouraged to discuss progress made to address Parliamentary Committee recommendations and provide further information on significant corrective actions achieved.]
• On October 1, 2009, the Leader of the Government in the Senate and Minister of State (Seniors) provided the Chair of the Special Senate Committee on Aging with the Government Response to the Final Report of the Special Senate Committee on Aging: Canada’s Aging Population: Seizing the Opportunity. CSC provided input to Health Canada, in response to their request for information regarding Recommendation 12 in the Report by the Special Senate Committee on Aging; this information is incorporated into the section on Older Federal Offenders which appears in the Government Response under “Theme V: Federal Population Groups”.

• On October 19, 2009, the Minister of Public Safety tabled the Government Response to the Fifteenth Report of the Standing Committee on Public Accounts (Chapter 7, Economy and Efficiency of Services – Correctional Service of Canada – December 2008 Report of the Auditor General of Canada). The response provided a reply to four recommendations related to improving the economy and efficiency of procurement; reviewing the cost of procurement and delivery of food, cleaning and clothing service; budgeting for overtime costs; and, seeking to further reduce those costs by examining measures to reduce the use of sick leave by correctional officers. A commitment was made by CSC to provide the Committee with progress reports by December 31, 2009, and April 30, 2010.

• Standing Committee on Public Accounts, 11th Report of the Standing Committee on Public Accounts, Chapter 1, A Study of Federal Transfers to Provinces and Territories, of the December 2008 Report of the Auditor General of Canada (Adopted by the Committee on May 7, 2009; Presented to the House on May 27, 2009)
  • Government Response to the 11th Report of the Standing Committee on Public Accounts, Chapter 1, A Study of Federal Transfers to Provinces and Territories, of the December 2008 Report of the Auditor General of Canada (Presented to the House on September 28, 2009)
• Standing Committee on the Status of Women, Ninth Report of the Standing Committee on the Status of Women, Pension Security for Women (Adopted by the Committee on December 9, 2009; Presented to the House on December 10, 2009)
  • Government Response to the Ninth Report of the Standing Committee on the Status of Women, Pension Security for Women (Presented to the House on April 1, 2010)

Response to Chapter 1—Gender-Based Analysis of the 2009 Spring Report of the Auditor General of Canada (May 2009). Detailed responses follow each recommendation throughout the chapter.

Response to Chapter 3—Income Tax Legislation of the 2009 Fall Report of the Auditor General of Canada (November 2009). Detailed responses follow each recommendation throughout the chapter.

2009 Spring Report of the Commissioner of the Environment and Sustainable Development (CESD)

Chapter 1: Protecting Fish Habitat

Summary: The audit examined how Fisheries and Oceans Canada and Environment Canada carry out their respective responsibilities for fish habitat protection and pollution prevention under the Fisheries Act. It also looked at their arrangements with others, such as provinces and stakeholders that support the administration and enforcement of these provisions.

The audit found that Fisheries and Oceans Canada and Environment Canada cannot demonstrate that fish habitat is being adequately protected, as the Fisheries Act requires. The audit found that Environment Canada has not clearly identified what it has to do to fulfill its responsibility for the Fisheries Act provisions and that it does not have a systematic approach to addressing risks of non-compliance with the Act. 

Department Response: The audit made five recommendations either to, or that included Environment Canada. The Department has accepted all the recommendations and action to address them has already been completed or is under way.

For more information on this audit, go to www.oag-bvg.gc.ca/internet/English/parl_cesd_200905_01_e_32511.html

Chapter 2: Kyoto Protocol Implementation Act

Summary: The audit examined whether the Department can demonstrate that its annual climate change plans meet the requirements set out in the Kyoto Protocol Implementation Act (KPIA).

The audit found that the 2007 and 2008 climate change plans do not include all of the information required under the KPIA; the government could not demonstrate that reductions in emissions expected under the Regulatory Framework for Industrial Greenhouse Gas Emissions are based on an adequate rationale and the climate change plans overstate the emission reductions that can reasonably be expected from the Framework during the Kyoto period (2008–2012); the plans are not fully transparent as they do not disclose how expected reductions might be affected by such uncertain factors as future economic conditions; and while the Department has a system in place to report on Canada’s total greenhouse gas emissions, it has no system for reporting the actual emission reductions achieved from each measure in the annual climate change plans

Department Response: With the exception of the recommendation on the Regulatory Framework for Industrial Greenhouse GasEmissions, which is no longer applicable as the Framework is no longer a part of the climate change plan, the issues raised in the recommendations have been addressed in the report entitle A Climate Change Plan for the Purposes of the Kyoto Protocol Implementation Act (2010).

For more information on this audit, go to www.oag-bvg.gc.ca/internet/English/parl_cesd_200905_02_e_32512.html#hd5c

2009 Fall Report of the CESD

Chapter 1: Applying the Canadian Environmental Assessment Act (CEAA)

Summary: The audit examined whether 12 federal entities, including Environment Canada, are applying key provisions of the CEAA and regulations with due regard to the purposes of the Act.

The audit made specific observations concerning the Canadian Environmental Assessment Agency but generalized its findings relative to the other federal entities examined.

The audit found, in the case of screenings, that documentation supporting the determination of environmental effects is often weak, relying on checklists or generic statements, and providing limited or no analysis to demonstrate how effects were rated; and monitoring of mitigation measures and follow-up are insufficient. The audit also found that where there is more than one responsible authority, disputes about scope have caused serious delays, the Agency has not fully established a quality assurance program, and project files are maintained for most environmental assessments.

Department Response: The audit directed all recommendations to the Agency, to ensure that corrective actions would be directed to the whole federal community.
 
For more information on this audit, go to http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200911_e_33253.html

Chapter 2: Managing the Risks of Toxic Substances

Summary: The objective of this audit was to determine whether Environment Canada and Health Canada have put in place an adequate risk management regime for seven selected toxic substances—lead, mercury, bis(2-ethylhexyl) phthalate or DEHP, chlorobiphenyls or PCBs, dioxins and furans, dichloromethane, and polybrominated diphenyl ethers or PBDEs.

The audit found that although Environment Canada and Health Canada have implemented a number of control measures to manage the risks posed by lead and mercury, there are no consolidated risk management strategies for managing the overall risks of these substances and the two departments lacked a systematic process for periodically assessing overall progress made in managing the substances examined. The audit also noted that new biomonitoring initiatives are under way that address a significant gap identified by the CESD 2002 audit on toxic substances. Findings specific to Health Canada’s responsibilities for consumer product labelling were also made.

Department Response: The audit made three recommendations that include Environment Canada. The Department has accepted all the recommendations and action to address them is under way.

For more information on this audit, go to http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200911_e_33253.html

Chapter 3: National Pollutant Release Inventory (NPRI)

Summary: The focus of the audit was to determine whether Environment Canada has adequate quality assurance systems and practices in place for the NPRI, so that the Department is assured that the data in the NPRI is fit for the intended uses of its clients.

The audit found that while Environment Canada has carried out some activities to ensure that the data in the NPRI are relevant to the information’s intended purposes and users, it does not have a consistent approach to determining the information needs of users; and while it is working to improve data quality and make NPRI data accessible to users in a variety of ways on a timely basis, it does not have adequate systems and practices overall to ensure that NPRI data are fit for their intended uses.

Department Response: The audit made five recommendations to Environment Canada. The Department has accepted all the recommendations and actions to address the identified issues are already part of either current or planned initiatives to improve the NPRI.

For more information on this audit, go to http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200911_e_33253.html

Chapter 4: Environmental Petitions

Summary: This chapter informs Parliament and Canadians about the use of the petitions process and describes the number, nature and status of petitions received, and the timeliness of responses from ministers. Of the 28 petitions submitted in 2008–2009, 23 were addressed to Environment Canada. The Department’s responses were late in eight cases.

This is an annual statutory report and contains no audit work or formal recommendations.

For more information on this audit, go to http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200911_e_33253.html

2009 Fall Report of the Office of the Auditor General (OAG)

Chapter 1: Evaluating the Effectiveness of Programs

Summary: The objective of this audit was to determine whether selected departments and the Treasury Board of Canada Secretariat (TBS) are meeting the needs for effectiveness evaluation and are identifying and making improvements in effectiveness evaluation.

The audit found that while the six selected departments followed systematic processes to plan their evaluations and completed most of them, each department’s evaluations covered a low proportion of its total program expenses; many of the effectiveness evaluations reviewed did not adequately assess program effectiveness, often in part because needed performance information was unavailable or not sufficiently reliable; and departments have not been able to hire enough qualified evaluation staff (due to a general shortage of experienced evaluators) and made extensive use of contractors to meet requirements. The audit also noted that that Environment Canada was the only department audited that has formal continuous improvement practices in place.

Department Response: The audit made two recommendations that included Environment Canada. The Department has accepted the recommendations and action to address them has already been completed or is under way.

For more information on this audit, go to http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_e_33252.html

Chapter 6: Land Management and Environmental Protection on Reserves

Summary: This audit focused on whether Indian and Northern Affairs Canada and Environment Canada have met their responsibilities for land management on reserves, specifically with respect to transferring control of land management and providing essential environmental protection on reserve lands.

The audit found that while the federal government has the authority to regulate environmental threats on reserves, it has rarely used this authority to develop regulations to mitigate environmental threats that are regulated off reserves by provincial governments. Findings were also made that were specific to INAC’s responsibilities for monitoring and enforcing existing regulations, as well as for devolution.

Department Response: Two of the five recommendations contained in the audit included Environment Canada. The Department agreed with the recommendations, and action to address them is under way.

For more information on this audit, go to http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_e_33252.html

Audit of the Federal Student Work Experience Program (FSWEP) and subsequent appointments through bridging mechanisms

Summary: The objective of the audit was to determine whether 11 selected federal organizations including Environment Canada complied with the legislative and policy framework when they hired students for the first time through the FSWEP and when they used bridging mechanisms to appoint graduates who were formerly hired as participants in this program. The audit also examined whether the organizations had an appropriate framework in place to plan and monitor bridging appointments.

The audit found that overall, FSWEP is operating reasonably well as a staffing tool but identified areas for improvement. The findings, which do not identify individual departments, indicated that of the FSWEP appointments analyzed, 43 percent were satisfactory, 51 percent needed improvement and 6 percent were unsatisfactory. The audit also analyzed bridging appointments and noted that 38 percent were satisfactory, 24 percent needed improvement and 38 percent were unsatisfactory. The audit also noted that for the period under review, bridging appointment files were poorly documented, audited organizations had not integrated bridging appointments into their human resources plans and few of them monitored selection and appointment decisions to ensure that they respected the legislative framework and appointment values.

Department Response: The audit made four recommendations to audited departments and agencies and one recommendation to TBS. EC agreed with the recommendations and action to address them is under way.

For more information on this audit, go to http://www.psc-cfp.gc.ca/adt-vrf/rprt/2009/fswep-pfete/index-eng.htm

As part of the 2006 legislative amendments to the PCMLTFA, the Office of the Privacy Commissioner of Canada (OPC) assumed oversight responsibility with respect to the measures FINTRAC employs to protect the information under its control. The Privacy Commissioner is obliged to conduct a review every two years and report the results of the reviews to Parliament. The first of these reviews was tabled in November 2009.

The report recognized FINTRAC's good work in protecting its information holdings as well as the Centre's strong physical and IT security infrastructures. In order to further strengthen its compliance with the Code of Fair Information Practices and following the audit, FINTRAC has been working on exploring solutions to address the recommendations from the OPC.

In addition, FINTRAC has taken steps to strengthen its privacy management structure, and a member of its Executive Committee has been appointed Chief Privacy Officer. The Chief Privacy Officer's role is to provide strategic privacy leadership, and to coordinate and oversee privacy related activities for the Centre.

A copy of the review can be found at http://www.priv.gc.ca/information/pub/ar-vr/ar-vr_fintrac_200910_e.cfm.

The Committee tabled this report and requested a Government Response in December 2009. This request was cancelled following the prorogation of Parliament in January 2010. In order to receive a Government Response, the Committee re-tabled the report in April 2010.

Report:
Controlling Canada's Arctic Waters: Role of the Canadian Coast Guard

Government Response:
The Government Response will be tabled in October 2010.

Recommendations:

1. That Fisheries and Oceans Canada update its estimate of the cost of bringing the core harbours to an acceptable state of repair.
2. That Fisheries and Oceans Canada prepare a plan to bring the core harbours to an acceptable state of repair.
3. That Fisheries and Oceans Canada incorporate a requirement for maintaining safe facilities when preparing its plan to bring the core harbours to an acceptable state of repair.
4. That Fisheries and Oceans Canada ensure that there are adequate funds in both its operations and maintenance, and its capital budgets for recurrent dredging and related activities. The amount of this funding should take into consideration the increasingly stringent environmental standards and regulations that apply to these activities, especially with respect to the protection of the fish habitat.
5. That Fisheries and Oceans Canada adopt a longer-term approach to solving dredging problems that could be addressed by permanent structures such as breakwaters.
6. That, where there is a need to dredge beyond the harbour basin and the entrance channel for which the Small Craft Harbours Program is responsible, Fisheries and Oceans Canada coordinate with the authorities responsible for dredging these waterways to ensure safe access to the harbour at all times.
7. That Fisheries and Oceans Canada help Harbour Authorities to recognize and respond to the local effects of climate change.
8. That Fisheries and Oceans Canada analyze harbours scheduled for divestiture or decommissioning, with a view to identifying those that could remain in the department's inventory and be maintained because of their value as safe havens in case of bad weather conditions.
9. That Fisheries and Oceans Canada assist Harbour Authorities with the development of short-term and long-term business plans as well as capitalization plans.
10. That Fisheries and Oceans Canada assist Harbour Authorities in their efforts to raise funds from other sources, including federal, provincial, and private sources.
11. That Fisheries and Oceans Canada assist and encourage Harbour Authorities to establish partnerships with local organizations where possible.
12. That the limit on contract signing authority for Harbour Authorities managers be increased from $40,000 to $200,000 for minor capital and repair projects, and that, where possible, priority be given to hiring local enterprises to do the approved work.
13. That Fisheries and Oceans Canada streamline the review and approval process of Small Craft Harbours projects to ensure that projects be approved, announced, and tendered by June 1st, where possible, and
14. That Fisheries and Oceans Canada provide clear and transparent accounting of funds related to project costs and administrative costs associated with the department or Public Works and Government Services Canada.
15. That Fisheries and Oceans Canada review and modernize the Fishing and Recreational Harbours Act and its regulations to reflect the current management reality of small craft harbours. In particular, definitions of “Harbour Authority,” “derelict,” and “harbour manager” should be included or updated.
16. That Fisheries and Oceans Canada consider legislative changes to facilitate the removal of abandoned and derelict vessels from its harbours.
17. That the Government of Canada honour in a timely manner its financial commitments to undertake environmental remediation projects needed prior to harbour divestiture.
18. That the Government of Canada recognize the heritage and cultural attributes of fishing harbours as well as their tourism and economic value, and
19. That the Government of Canada allow Harbour Authorities to be eligible to receive financial support from federal economic development agencies for projects intended to take advantage of those attributes.
20. That Fisheries and Oceans Canada review the mandate of the Small Craft Harbours Program to acknowledge that, while it primarily provides harbours that are open, safe and in good repair for the commercial fishing industry, harbours are used and managed for other purposes, including those of recreational and Aboriginal fisheries, commercial sport fishing and emerging sectors such as aquaculture.
21. That Fisheries and Oceans Canada facilitate access to federal non-DFO wharves through interdepartmental agreements when local harbour users identify a need that cannot be otherwise accommodated by the neighbouring Small Craft Harbours infrastructure.
22. That Fisheries and Oceans Canada work with Indian and Northern Affairs Canada to improve their coordination in establishing and maintaining harbour facilities in Aboriginal communities.
23. That Fisheries and Oceans Canada confirm its objective to construct all the harbours identified for small communities in Nunavut.
24. That the Department review the assessment of harbour needs for communities such as Arctic Bay, Grise Fjord and Resolute.

Report:
Small Craft Harbours: An Essential Infrastructure Managed By and For Fishing Communities

Government Response:
Government of Canada Response to the Report of the Standing Committee on Fisheries and Oceans: Small Craft Harbours: An Essential Infrastructure Managed By And For Fishing Communities

Recommendation:
In light of the new Convention's potential to affect Canada's Atlantic fisheries and coastal communities for many generations to come, the committee asks that the government delay any immediate moves toward ratification and take the time to review the new agreement with the greatest care.

Report:
The Standing Senate Committee on Fisheries and Oceans

Government Response:
No Government Response requested

Recommendation:
That, notwithstanding the motion adopted by the House of Commons Standing Committee on Fisheries and Oceans on October 8, 2009 and given the evidence heard by the Committee in March and May 2009 as well as the serious concerns expressed by various witnesses during hearings in October 2009, the Committee recommends that the Government of Canada not ratify the Amendment to the Convention on Future Multilateral Cooperation in the Northwest Atlantic Fisheries adopted by the General Council of the Northwest Atlantic Fisheries Organization (NAFO) in 2007, and that Canada notify NAFO of its objection to the amendment as per Article XXI of the Convention.

Report:
House of Commons - Eighth Report

Government Response:
No Government Response requested

Recommendation:
Given the evidence heard by the House of Commons Standing Committee on Fisheries and Oceans at hearings in March, May and October 2009, and the serious concerns recently expressed by the Government of Newfoundland and Labrador, the Committee recommends that the Government of Canada not ratify the amendment to the Convention on future multilateral cooperation in the northwest altantic fisheries adopted by the General Council of the Northwest Fisheries Atlantic Organization (NAFO) in 2007, until the Standing Committee on Fisheries and Oceans has had an additional twenty-one (21) sitting days to study the matter further and to report the results of that study to the House.

Report:
House of Commons - Seventh Report

Government Response:
No Government Response requested

Recommendations:

1. That the Government of Canada explore in cooperation with the lobster industry all the options to provide the industry bridge financing or loan guarantees that they need to get through the current global economic and financial crisis.
2. That the Government of Canada encourage Export Development Canada to provide insurance on receivables to processors that export lobster products abroad.
3. That Export Development Canada provide a report to the House of Commons Standing Committee on Fisheries and Oceans on its fishing industry portfolio.
4. That the Government of Canada develop initiatives to increase access to credit for fishermen and fishing enterprises, as well as encourage private lenders to ease credit restrictions on the fishing sector.
5. That the Government of Canada increase the visibility of existing specific federal financing programs for which fishermen are eligible, and that Fisheries and Oceans Canada play a coordinating role in that respect.
6. That the Government of Canada in partnership with the lobster industry explore the idea of some form of income support for lobster fishermen to address immediate concerns.
7. That Fisheries and Oceans Canada provide assistance to the lobster fishermen to reduce their costs. The review of the fishery licence fee structure should be expedited.
8. That the Government of Canada, in partnership with all provincial governments and industry representatives encourage the creation of an Atlantic-wide multi-stakeholder marketing research and advertising council to promote Canadian lobster domestically and abroad.
9. That Fisheries and Oceans Canada in partnership with the lobster industry explore the idea of a Canadian certification system for fishery products that would comply with the internationally established management guidelines on responsible fisheries.
10. That Fisheries and Oceans Canada support the efforts of the lobster industry to obtain and maintain the international certification of their fishery for sustainable management.
11. That the Government of Canada, in collaboration with the governments of the Atlantic Provinces and Québec, support an industry-led rationalization plan for the Canadian lobster fishery (publicly-funded where appropriate) that must take into account regional needs and requirements.

Report:
The Canadian Lobster Fishery: Trapped in a Perfect Storm

Government Response:
Government of Canada Response to the Report of the House of Commons Standing Committee on Fisheries and Oceans: The Canadian Lobster Fishery: Trapped in a Perfect Storm

Recommendations:

1. That the Government of Canada act immediately to implement changes to the Employment Insurance program to address the problems created by low lobster prices specifically by: (a) allowing fish harvesters to qualify for EI benefits based on 2008 earnings; and (b) extending EI fishing benefits by five weeks.
2. That the Minister of Fisheries and Oceans immediately enter into formal discussions with Atlantic fish harvester organizations and the provincial governments to develop a short-term assistance plan for the fishery.
3. Further recommends a comprehensive plan for the lobster fishery, including voluntary fleet rationalization to reduce fishing capacity where needed. The federal government should contribute to the costs of removing lobster licences from the fishery.

Report:
The Standing Senate Committee on Fisheries and Oceans - Fifth Report

Government Response:
No Government Response requested

Recommendations:

1. That the Government of Canada move forward to develop and implement, in collaboration with the Government of Nunavut, the harbour development plan recommended by the DFO–Nunavut Harbours Working Committee in its 2005 Nunavut Small Craft Harbours Report.
2. That the Department of Fisheries and Oceans continue to assign 100% of the NAFO Division 0A turbot allocation to Nunavut.
3. That, in NAFO Division 0B, the Department of Fisheries and Oceans continue its policy that no new access to 0B turbot be given to non-Nunavut interests until Nunavut has achieved a level of access to adjacent marine resources comparable to levels of access enjoyed by other coastal jurisdictions in their adjacent fisheries.
4. That the Minister of Fisheries and Oceans put in place a policy giving Nunavut stakeholders the right of first refusal to purchase, at a competitive rate, all fishery quotas in Nunavut's adjacent waters that are transferred or sold.
5. That, as a general principle, Inuit Qaujimajatuqangit, as an indispensable complement to scientific knowledge, always be given full consideration in fisheries decision-making.
6. That, with respect to the Eastmain-1-A and Rupert Diversion Project, the Minister of Fisheries and Oceans indicate when and how the research and monitoring program outlined by the 2006 Federal Review Panel in Recommendation 34 will be implemented.
7. That the Department of Fisheries and Oceans substantially increase its funding for exploratory research in Nunavut's adjacent waters, and that it commit to a multi-year, multi-species research program.
8. That the Department of Fisheries and Oceans assess the impact of all vessel activity on whales and in concert with the Nunavut Wildlife Management Board, develop protective management measures, such as vessel exclusion zones at certain times of the year.

Report:
Nunavut Marine Fisheries: Quotas and Harbours

Government Response:
Government of Canada Response to the Report of the Standing Senate Committee on Fisheries and Oceans: Nunavut Marine Fisheries: Quotas and Harbours

Recommendation:
That the government restore full funding to the Canadian Centre for Fisheries Innovation to enable this organisation and its partners to pursue its mission to make available to the fishing industry the largest and best equipped body of experts in fisheries-related science and technology in the country for the benefit of the industry's long-term competitiveness and sustainability.

Report:
House of Commons - Fifth Report

Government Response:
No Government Response requested

Recommendation:
The Standing Committee on Fisheries and Oceans fully endorses the harp seal hunt, it approves of current regulated killing methods, approves that the harvesting of harp seals is fully acceptable and that the Canadian harp seal hunt is humane, responsible and sustainable and should continue for generations to come and the Committee strongly condemns the ban of Canadian seal products by the European Union.

Report:
House of Commons - Fourth Report

Government Response:
No Government Response requested

Recommendations:

1. That Canada uphold its position that the waters of the Northwest Passage are its internal waters, and that Canada should be prepared to defend any legal challenge.
2. That Canada develop a much stronger year-round, national presence and enforcement capability to show the world that Canada is serious about controlling the Northwest Passage, protecting Canadian interests and Canada's northern residents, and making the waterway a safe and efficient shipping route.
3. That the Government of Canada consider Goose Bay, Labrador, as a sub-Arctic staging area for the coordination and support of Coast Guard, fisheries, search and rescue, surveillance and other Arctic activities.
4. That the Nunavut Marine Council (Part 4, Article 15.4.1 of the 2003 Nunavut Land Claims Agreement) be created as a forum for priority setting and planning, and as a practical means to enhance Canada's sovereignty in marine areas.
5. That Canada assume a leadership role in promoting international cooperation on: (a) issues relating to continental shelf claims; and (b) the development of a mandatory common code relating to the construction, manning and equipment of all vessels operating in the Arctic Ocean equal to Canada's domestic standards.
6. That Canada demonstrate its commitment to international cooperation within the Arctic Council by re-establishing the position of Ambassador for Circumpolar Affairs (which was eliminated in 2006).
7. That the Department of National Defence make the Canadian Rangers an integral part of the Canadian reserves and provide them with marine capability.
8. That the Government of Canada establish an Arctic Strategy Advisory Committee, led by Indian and Northern Affairs Canada, to monitor and to advise in the development and implementation of an effective and integrated strategy for the North. The new Arctic Strategy Advisory Committee should comprise representatives from the federal government departments and agencies with a mandate in the Arctic, with particular emphasis on the Coast Guard, the various Aboriginal/Inuit groups in the region, and the three territorial governments.
9. That Inuit, with their unique knowledge of the region, be recruited for the Coast Guard whenever possible.
10. That the Coast Guard, as the expert agency on the maritime situation facing Canada in the Arctic, formulate and implement a long-term strategic vision to guide it for the future.
11. That NORDREG, Canada's current voluntary vessel traffic system in the Arctic, be made compulsory. All foreign ships that enter Canada's Arctic waters should be required to register with NORDREG, regardless of vessel size.
12. That the federal government amend the definition of Arctic waters in the Arctic Waters Pollution Prevention Act to include the waters beyond the Arctic Archipelago to the 200-nautical-mile Exclusive Economic Zone, which is the case with other Canadian legislation, such as the Oceans Act and the Canada Shipping Act, 2001.
13. That Canada develop a long-term plan for the acquisition of new multi-purpose heavy icebreakers “made-in-Canada” and capable of operating year-round in its Arctic Archipelago and on the continental shelf as part of an integrated approach to vessel procurement recognizing the complementarity of Coast Guard and naval vessels.
14. The committee recommends the deployment of multi-mission polar icebreakers operated by the Coast Guard as a cost-effective solution to Canada's surveillance and sovereignty patrol needs in the Arctic.

Report:
Second Report

Government Response:
Government of Canada Response to the Report of the Standing Senate Committee on Fisheries and Oceans: Rising to the Arctic Challenge: Report on the Canadian Coast Guard

2009 Spring Report of the Auditor General of Canada
The OAG audit looked at how intellectual property is managed in three federal science-based organizations-the National Research Council Canada, Health Canada, and Fisheries and Oceans Canada. We examined to what extent they comply with federal policy in managing intellectual property that arises in the course of contracted activities and how adequately they manage intellectual property generated by their own employees.

Externally generated intellectual property

Recommendation:
2.39 Fisheries and Oceans Canada should ensure that they accurately identify the intellectual property expected to result from their Crown procurement contracts and ensure that the intellectual property is accurately reported.

Response:
Fisheries and Oceans Canada agrees with the recommendation. Over the next 6 to 12 months, the Department will ensure that intellectual property generated through Crown procurement contracts is identified, accurately recorded in the Department's financial system, and reported to central agencies. The Department will ensure that intellectual property is properly identified in all contract documents.

Recommendation:
2.41 When the Crown takes ownership of the intellectual property produced as the result of a contract, Fisheries and Oceans Canada should justify this decision using the exceptions provided for in, and required by, the Policy on Title to Intellectual Property Arising Under Crown Procurement Contracts.

Response:
Fisheries and Oceans Canada agrees with the recommendation. The Department will fully support and record all intellectual property ownership decisions. Over the next 6 to 12 months, the Department will implement measures to ensure that where it wishes to invoke one or more exceptions toward claiming Crown ownership of intellectual property arising under Crown procurement contracts, it will state and justify the exceptions as per the Treasury Board of Canada Policy on Title to Intellectual Property Arising Under Crown Procurement Contracts.

Recommendation:
2.48 Fisheries and Oceans Canada should state in both the documents soliciting bids and in the contract itself who will own the intellectual property, including the exception invoked when the Crown decides to take ownership of the intellectual property expected to result from the Crown procurement contract. These departments should also ensure that the Crown's ownership and/or licensing rights are protected in sub-contracts where applicable.

Response:
Fisheries and Oceans Canada agrees with the recommendation. The Department will implement measures, over the next 6 to 12 months, to ensure the following:

• Documents soliciting bids and corresponding procurement
• Contracts state whether intellectual property arising under contracts will be vested in the Crown or owned by the contractor, to ensure that the Crown's ownership and licensing rights are protected.
• In cases where the Crown elects to own the intellectual property, these exceptions will be set out in those documents and recorded in the Department's financial system for reporting purposes. The Project Authority of these contracts will also ensure protection of this Crown-owned intellectual property.
• Crown ownership and/or licensing rights are protected/secured in subcontracts, where applicable.

Fisheries and Oceans Canada will include standardized intellectual property clauses in all procurement contracts.

Recommendation:
2.54 Fisheries and Oceans Canada should develop and approve a department-wide intellectual property policy, including guidelines for licensing and commercializing intellectual property.

Response:
Fisheries and Oceans Canada agrees with the recommendation. The Department has created a working group to expedite the development of a Fisheries and Oceans Canada intellectual property policy for managing, licensing, and commercializing intellectual property. Guidelines supporting implementation of the policy will also be developed. The policy and the guidelines should be completed in the 2009–10 fiscal year.

Recommendation:
2.60 Fisheries and Oceans Canada should establish a mechanism to ensure that inventions are adequately identified and disclosed.

Response:
Fisheries and Oceans Canada agrees with the recommendation. It will develop a departmental intellectual property policy that will include measures to identify and disclose inventions and other intellectual property arising from Crown procurement contracts that it awards or that are awarded by Public Works and Government Services Canada on its behalf. Fisheries and Oceans Canada will develop guidelines consistent with its intellectual property policy, which will incorporate measures to ensure that in-house inventions and other intellectual property are adequately identified and disclosed. It will implement the guidelines immediately following their approval, and ensure that they are understood by all managers. As the policy and guidelines will be completed in 2009–10, implementation will be initiated subsequently.

Recommendation:
2.63 Fisheries and Oceans Canada should ensure that Crown-owned copyright material that has potential intellectual property value is properly disclosed.

Response:
Fisheries and Oceans Canada agrees with the recommendation. It will ensure that mechanisms are developed to ensure that Crown-owned copyright assets that have potential value can be properly disclosed. The Department's Canadian Hydrographic Service data and data products are disclosed automatically upon incorporation in data management systems that are used by the Canadian Hydrographic Service to process the data and create data products.

The Department intends, over the next 6 to 12 months, to raise awareness among staff of the potential value of intellectual property associated with scientific papers, including software and data products that are subject to copyright and technology that might be disclosed therein.

It is believed that enhanced awareness among staff on the potential value of intellectual property will substantially contribute to addressing the recommendation as staff would generally be better informed and more cautious about publishing any copyright material that might jeopardize the commercialization of the copyright material or of any invention described therein.

2009 Spring Report of the Auditor General of Canada
The Office of the Auditor General assessed whether departments were planning for fire emergencies in compliance with key requirements of the Treasury Board Standard for Fire Safety Planning and Fire Emergency Organization (the Standard), including conducting required fire drills. In addition, we looked at the activities of Fire Protection Services (formerly called the Fire Commissioner of Canada), the division within HRSDC's Labour Program responsible for administering and enforcing this Standard. We also looked at the role of the Labour Program's regional and district offices in reviewing fire safety plans for buildings occupied by the federal government.

Fire safety planning and fire emergency organization

Recommendation:
3.80 Departments should ensure that fire safety plans are prepared and administered in accordance with established federal legislation and Treasury Board policies and standards.

Response:
The Department agrees with this recommendation.
We duly noted the audit results and comments previously provided by the OAG concerning the preparation and administration of fire safety plans and we have taken measures to ensure that we comply with all established legislation, policies, and standards by 31 December 2009.

Recommendation:
3.88 Departments should ensure that all evacuation drills are held as required by federal legislation and Treasury Board policies and standards.

Response:
The Department agrees with this recommendation.
We duly noted the audit results and comments previously provided by the OAG concerning the requirement to hold various types of evacuation drills in accordance with the legislation, policies, and standards, and we have taken measures to ensure full compliance by 30 June 2009.

Recommendation:
3.93 Departments should ensure that building fire emergency organizations are established and administered as required by federal legislation and Treasury Board policies and standards.

Response:
The Department agrees with this recommendation.
We duly noted the audit results and comments previously provided by the OAG concerning the establishment and administration of building fire emergency organizations, and corrective measures have been implemented to comply with all applicable legislation, policies, and standards as of the first quarter of 2009.

2009 Spring Report of the Commissioner of the Environment and Sustainable Development
The Commissioner of the Environment and Sustainable Development examined how both Environment Canada and Fisheries and Oceans Canada carry out their respective responsibilities for fish habitat protection and pollution prevention under the Fisheries Act. We also looked at their arrangements with others, such as provinces and stakeholders, that support the administration and enforcement of these provisions. In addition, we looked at Fisheries and Oceans Canada's Environmental Process Modernization Plan (EPMP), its continuous improvement plan introduced in 2004.

Recommendation:
1.33 In order to make consistent decisions on project referrals, in accordance with departmental expectations, Fisheries and Oceans Canada should ensure that an appropriate risk-based quality assurance system is in place for the review of these decisions.

Response:
The Department accepts this recommendation. Over the past number of years, Fisheries and Oceans Canada has made efforts to improve the quality, consistency, and transparency of its decision making by implementing the Risk Management Framework. Although much progress has been made, the Department recognizes that there is still much work to be done with respect to documentation standards. With that in mind, by 31 March 2010, Fisheries and Oceans Canada will implement a risk-based quality assurance system to verify that documentation standards are being applied consistently by staff.

Recommendation:
1.41 Fisheries and Oceans Canada should accelerate the implementation of its Habitat Compliance Decision Framework to ensure that there is an adequate risk-based approach to monitoring projects and providing assurance that proponents are complying with the Fisheries Act and all terms and conditions of departmental decisions. The Department should also determine whether the required mitigation measures and compensation are effective in meeting the no net loss principle.

Response:
The Department accepts this recommendation. Fisheries and Oceans Canada currently applies a risk-based approach, but recognizes that opportunities for improvement remain. Once the Habitat Compliance Modernization initiative is fully implemented, the Department will be able to provide better assurance that proponents are complying with the terms and conditions of the Department's decisions. Considering this, the Department commits to fully implement the Habitat Compliance Decision Framework and report on results of project monitoring activities by 31 March 2010 and annually thereafter.

Fisheries and Oceans Canada will continue to work with proponents to design and implement follow-up monitoring studies. Between now and the end of 2011, the Department will review and develop standard scientific methodologies to examine the effectiveness of compensation in achieving the no net loss guiding principle so that these methodologies can be used by proponents when designing monitoring studies.

Recommendation:
1.48 Fisheries and Oceans Canada should ensure that its enforcement quality assurance and control processes are sufficient to demonstrate that its actions have been taken in accordance with the Compliance and Enforcement Policy. The Department should provide guidance on the type of complaints that fishery officers should respond to and take action on, and the Department should specify minimum documentation requirements for occurrences.

Response:
The Department accepts this recommendation and, by 31 August 2010, will establish, disseminate, and communicate to regions an operational protocol to ensure better documentation of enforcement actions and monitoring of activities to ensure consistency with the Compliance and Enforcement Policy.
Guidance on the nature of complaints that warrant the attention of fishery officers has also been identified as a need by the Department. By 31 March 2011, the Department will examine the process currently in use and, by 31 March 2012, the Department will examine the Habitat Compliance Decision Framework to improve its guidance to staff, clarify documentation protocols, and establish minimum documentation standards for occurrences.

Recommendation:
1.69 Fisheries and Oceans Canada should clarify the parts of the Habitat Management Program that it will continue to administer, the extent that it wants others to deliver the program on its behalf, and the resource implications. The Department should also assess whether accountability mechanisms in all of its existing agreements are working effectively enough to report and assess the results achieved through its collaboration with others. In addition, it should review the agreements to ensure that they are aligned with its view of the long-term goals of the Habitat Management Program.

Response:
The Department accepts this recommendation and, by 31 March 2011, will have reviewed and evaluated its memoranda of understanding with provinces and territories. The Department will continue to work with its partners to strengthen the governance and accountability mechanisms and ensure that the partnership arrangements are aligned with the Department's goals and its strategic vision.

Recommendation:
1.74 Fisheries and Oceans Canada should develop habitat indicators to apply in ecosystems with significant human activity. The Department should use these indicators to assess whether it is making progress on the Habitat Policy's long-term objective to achieve an overall net gain in fish habitat.

Response:
The Department accepts and agrees with this recommendation and is committed to moving toward an ecosystems approach and the increased use of biological indicators, particularly in areas of significant human activity. However, this task is far from trivial as it will require significant new scientific understanding to ensure that the indicators adopted do in fact tell us what we need to know about the health of the aquatic ecosystem.

Recommendation:
1.80 Fisheries and Oceans Canada should determine what actions are required to fully implement the 1986 Habitat Policy and confirm whether it intends to implement all aspects of the Policy.

Response:
The Department accepts this recommendation and, by March 2010, will determine what actions are required to fully implement the Habitat Policy.

Recommendation:
1.134 Fisheries and Oceans Canada, with the support of Environment Canada, should clearly establish the expectations for Environment Canada's administration of the pollution prevention provisions, including the expected interactions between the two departments to support the delivery of the 1986 Habitat Policy.

Response:
The Department accepts this recommendation and, by March 31, 2011, will review the administration of section 36 of the Fisheries Act. By March 31, 2012, a renewed Memorandum of Understanding that better establishes expectations and responsibilities for Environment Canada will be in place.

2009 Fall Report of the Auditor General of Canada
The Office of the Auditor General examined how evaluation units in six departments identify and respond to the various needs for effectiveness evaluations. They also looked at whether they have built the required capacity to respond to those needs. In addition, they looked at the oversight and support role of the Treasury Board of Canada Secretariat in monitoring and improving the evaluation function in the government, specifically with respect to effectiveness evaluations. The period covered by their audit was 2004 to 2009.

Recommendation:
1.37 Fisheries and Oceans Canada should develop and implement action plans to ensure that ongoing program performance information is collected to support effectiveness evaluation.

Response:
Agreed. The Department's performance measurement framework links its core indicators to the departmental program activity architecture (PAA), thus identifying performance measures for all program activities and sub-activities. Each fiscal year, the Department conducts an analysis of the state of performance measurement in the Department and provides an annual report to the Departmental Evaluation Committee. In addition, the Department will develop and implement an action plan to ensure that ongoing program performance information is collected to support effectiveness evaluation by the end of August 2010.

Recommendation:
1.43 Fisheries and Oceans Canada should consider the merits of including external experts on their departmental evaluation committees. The Treasury Board of Canada Secretariat should provide guidance to departments in this regard.

Response:
Agreed. The Department will consider the merit of including external members on its department evaluation committee, in the context of guidance provided by the Treasury Board of Canada Secretariat.

Recommendation:
1.48 Fisheries and Oceans Canada should implement systematic processes to determine whether their effectiveness evaluations are meeting government-wide requirements and internal corporate needs, and act on areas identified for improvement. The Treasury Board of Canada Secretariat should monitor and provide any additional support it considers necessary for the implementation of these processes.

Response:
Agreed. The recommendation echoes the intent of the 2009 Policy on Evaluation. As such, actions are already under way within the Department to implement a systematic process to determine whether effectiveness evaluations are meeting internal corporate needs and government-wide needs (i.e., a strategic review) and to act on areas identified for improvement. Further work in this area will be completed in the context of guidance provided by the Treasury Board of Canada Secretariat.

2009 Fall Report of the Commissioner of the Environment and Sustainable Development
The chapter describes the nature of environmental petitions and the extent to which some of them may have influenced the federal management of environmental issues in Canada. In fulfillment of statutory obligations contained in the Auditor General Act, the chapter contains an annual report to Parliament on the nature and status of petitions.
Fisheries and Oceans Canada responded to 11 petitions this year. There was one late notification sent but no responses were late.

Horizontal Internal Audit of Corporate Risk Profiles in Large Departments and Agencies
The objective of the audit was to determine whether systems and practices related to the development of Corporate Risk Profiles (CRPs) are in place to ensure strategies exist to identify and mitigate risks within the operations of (LDAs).
Although the audit did not find particular weaknesses in Fisheries and Oceans Canada related to the other recommendations found in the audit report, the department should consider whether other management action plans are required.

Recommendation:
LDAs should ensure that their process used to identify risks integrates regional risks with organizational risks, and identifies external risks as well. This process should be formalized in their risk scanning tools such as environmental scans.

Response:
The 2009-10 CRP will contain external risks. External risk scanning is now integrated in DFO's IRM handbook as a standard element. DFO is in the process of formalizing an environmental scan that informs the corporate risk profile.

Recommendation:
LDAs should define, document, and communicate their definitions of risk tolerance

Response:
The 2009-10 Corporate Risk Profile will define and communicate risk tolerance.

Recommendation:
LDAs should integrate risk management into the Departmental Performance Report to ensure reporting against the Corporate Risk Profile's effectiveness.

Response:
This will be addressed as part of the updating of integrated risk management tool kit that should be in place by the end of 2009-10. This will include the IRM cycle process, an updated IRM Policy Guidelines, and Handbook; all to be posted on the website.

Horizontal Internal Audit of High Risk Expenditure Controls in Large Departments and Agencies
The objective of the audit was to assess the adequacy and effectiveness of processes in place to identify higher-risk transactions that enable more efficient account verification practices. We examined the risk management over expenditure controls and the practices currently in place in a sample of eighteen LDAs in order to conclude on whether or not expenditure management was being carried out in a cost-effective and efficient manner, while also maintaining the required level of control.

Recommendation:
LDAs should ensure that high versus low risk payment types are identified and determine whether verification procedures are consistent with resulting risk principles

Response:
High/low risk payments and the level of verification/quality assurance review per payment stream were identified through consultation with regional and national Finance staff including officers, managers and directors, and Ernst & Young. The risk identification of payment streams and the quality review procedures will be re-evaluated in the 3rd quarter of 2010-11 based on 12 months of results.

Recommendation:
LDAs need to develop rigorous sampling plans to monitor the verification process of low risk payments. These should be national in scope and allow for the collection of results indicating systemic errors, best practices, and monitoring of appropriate risk identification.

Response:
A departmental Quality Assurance of Account Verification program including system generated reports on results has been developed, piloted in 3 regions and targeted for full implementation on September 30, 2009. A review of the random-sampling plan will be re-evaluated in the 3rd quarter of 2010-11 based on 12 months of results.

Recommendation:
LDAs should develop clear guidance for those providing quality assurances over account verification that stipulates the risk identification of high versus low risk payment types. LDAs should consider using checklists outlining verification procedures based on risk type or other measures.

Response:
The departmental Quality Assurance of Account Verification program including policy, guidelines, checklists and procedures is available on a national shared drive, to Finance staff involved in the quality assurance process.

Recommendation:
LDAs should establish the reporting requirements for the governance function over expenditure management in order to discharge their responsibilities in a robust, timely, and comprehensive manner. Those responsible for quality assurance need to develop reports to meet these needs and prepare and present them in a periodic manner.

Response:
Semi-annual reporting to the CFO, Departmental Management Committee, and Finance Sub-Committee will include a summary of errors by organizational structure and spending streams, analysis of risk and tolerance levels, and recommendations on modifications to the quality assurance program and remedial plans where necessary.

The HRSDC portfolio tabled four Government Responses to parliamentary committee reports between April 1, 2009 and March 31, 2010.

1. Report 3 – Moving Forward on the Pay Equity Task Force Recommendations
   • Adopted by the House of Commons Standing Committee on the Status of Women (FEWO) on February 10, 2009; tabled in the House on March 25, 2009.
   • Government Response was tabled on August 19, 2009

   http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4017744&Language=E&Mode=1&Parl=40&Ses=2

2. Final Report: Canada’s Aging Population: Seizing the Opportunity
   • Adopted by the Senate Special Committee on Aging on March 23, 2009; tabled in the Senate on April 21, 2010; and, adopted by the Senate on May 7, 2009.
   • Government Response was tabled in the Senate on October 1, 2009.

   http://www.parl.gc.ca/common/Committee_SenRep.asp?Language=E&Parl=40&Ses=2&comm_id=600

3. Report 6 – Consequences and Effects of the Current EI (EI) Programs Have on Women in Canada
   • Adopted by the House of Commons Standing Committee on the Status of Women (FEWO) on May 14, 2009; tabled in the House on June 9, 2009.
   • Government Response was tabled on October 7, 2009

   http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4130941&Language=E&Mode=1&Parl=40&Ses=2

4. Early Childhood Education and Care: Next Steps
   • Adopted by the Senate Standing Committee on Social Affairs, Science and Technology on March 25, 2009; tabled in the Senate on April 28, 2009; adopted by the Senate on June 22, 2009.
   • Government Response was tabled on November 19, 2009.

   http://www.parl.gc.ca/common/Committee_SenRep.asp?Language=E&Parl=40&Ses=2&comm_id=47

Auditor General’s 2009 Spring Report – Chapter 1
Gender-Based Analysis

Objective: The objective of this audit was to determine whether selected departments whose responsibilities can impact men and women differently, can provide evidence that they are conducting, and the central agencies can provide evidence that they are reviewing, gender-based analyses to adequately support decision making on policy and program spending initiatives.

Gender-based analysis is an analytical tool that can be used to assess how the impact of policies and programs on women might differ from their impact on men.

The audit noted that HRSDC was one of the four departments that had taken measures to implement gender-based analyses. It further recognized that the Department’s relocation of its Gender-Based Analysis unit within the Strategic Policy and Research Branch, allows the Unit to exercise a challenge role through the Department’s policy and planning committees. The chapter notes that the Gender-Based Analysis Unit has staff and tools to help employees perform gender-based analyses; it provides training publicized in various ways, and is rebuilding the advisers’ network.

The audit can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_01_e_32514.html#hd5e

Auditor General’s 2009 Fall Report – Chapter 1
Evaluating the Effectiveness of Programs

Objective: The overall objective of this audit was to determine whether selected departments and the Treasury Board of Canada Secretariat are meeting the needs for effectiveness evaluation and are identifying and making improvements in effectiveness evaluation.

The audit found that HRSDC and the five other departments examined, followed systematic processes to plan their effectiveness evaluations. As well, most planned evaluations were completed. The audit further noted that the evaluations conducted by the six departments only covered a small proportion of overall departmental expenses, and most of the evaluations examined were hampered by inadequate data. The audit concluded that improvements are required in the departments, and in the oversight and support activities of Treasury Board of Canada Secretariat, in order to remedy the situation.

Four of the chapter’s seven recommendations are jointly directed at HRSDC and four other audited departments. The Department accepts the chapter’s recommendations and has developed a robust management action plan to address the observations made in the report.

The government’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_01_e_33202.html#hd5a

Auditor General’s 2009 Fall Report – Chapter 2
Selecting Foreign Workers Under the Immigration Program

Objective: The objective of this audit was to determine whether Citizenship and Immigration Canada and Human Resources and Skills Development Canada (HRSDC) efficiently and effectively handle program planning and delivery to facilitate the entry of permanent and temporary foreign workers into Canada. Overall, the audit found that current practices within Citizenship and Immigration Canada and HRSDC do not ensure that foreign worker programs are delivered efficiently and effectively. It further noted that HRSDC and Citizenship and Immigration Canada have not defined their respective roles and responsibilities in assessing the genuineness of job offers and how that assessment is to be carried out. Four of the chapter’s eleven recommendations are directed at HRSDC, three of which are joint with Citizenship and Immigration Canada. The Department has taken significant corrective measures to address all observations highlighted in the report.

The government’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_02_e_33203.html#hd3e

Public Service Commission of Canada (PSC) – 2008-2009 Annual Report
Chapter 3: Overall progress regarding merit and the guiding values

Objective: This report provides Parliament with an integrated assessment of the overall integrity of the merit system based on the results of the Public Service Commission’s monitoring, studies, surveys audits and investigations.

HRSDC is referenced in the report because of its participation in the following two PSC initiatives – Labour Program’s consultation in PSC’s development of a methodology and data collection process to gather more accurate and reliable statistical data on employment equity; and the Department’s use of PSC’s customized assessment service to help identify future leaders within the Department.

Chapter 7: Enabling departments and agencies

Objective: This report assesses the support the Public Service Commission provides to organizations to enable them to exercise more fully their delegated authorities and achieve a values-based appointment system.

HRSDC is referenced in the report because of its participation in the launch of the PSC’s first e-test centres in fiscal year 2008-2009. The Department is further recognized as one of the "few departments" where the employment of Aboriginal peoples is concentrated within the Public Service.

The audits can be found at:
http://www.psc-cfp.gc.ca/arp-rpa/2009/index-eng.htm

The attrition rates for females in fiscal year 2009-10 were higher than those for men. Female rates had increased over the past year whereas rates for men had decreased from 7.2% in fiscal year 2008-09 to 5.9% in 2009-10 for officers and from 9.6% to 7.5% for NCMs. (Fiscal year 2009-10 rates are preliminary).

The Government is dedicated to pursuing a modern, enlightened and unequivocal view of mental health issues in the CF and has already taken steps to implement the Committee's recommendation. On 25 June 2009, the Chief of the Defence Staff (CDS) made a public announcement to launch the CF Mental Health Awareness Campaign, themed "Be the Difference," which has the dual aim of educating CF personnel on mental health issues, and building a culture of understanding. In his speech, the CDS communicated the idea that all personnel can make a difference to those affected by mental health issues. He also highlighted the success of two CF non-clinical programs: the Mental Health and Operational Stress Injury Joint Speakers Bureau, established in 2007 to educate the military community on mental health issues; and the Operational Stress Injury Social Support network, an innovative peer-based intervention program established in 2001.

CF efforts to date have had success in raising awareness and understanding of mental health issues among the leadership cadre. However, much remains to be done at the lower rank levels to ensure that they too understand that mental illness is a genuine illness and not a personal failing. As part of the CF Mental Health Awareness Campaign, commanders of commands, formations and units will also be encouraged to deliver complementary declarations to their personnel to reinforce implementation at the local level.

• Family Liaison Officer: Dedicated support to the families of CF personnel with an illness, injury, or special need; and
• Casualty Support Child Care: Child care services for the families of the ill and injured and the families of the fallen.

The CF recognizes the stigma attached to mental health and is very pro-active in addressing this issue. The newly formed Joint Speakers Bureau, which includes mental health clinicians and OSI veterans, has been actively educating CF members and the chain of command at all stages of a member's career on mental health and the importance of creating a supportive environment so members can come forward early for mental health care. More recently, the CDS campaign raised the importance of mental health as a leadership issue. There is evidence that these efforts to decrease stigma have been successful in that members are seeking help much earlier when mental issues arise, indicating a significant reduction in stigma as a barrier to care. Moreover, the Global Business and Economic Roundtable on Addiction and Mental Health recently "praised the military for its success in taking some of the stigma out of mental illness." Mr. Bill Wilkerson, the Chairman of the Roundtable, stated that "the military and paramilitary have crossed the Rubicon in recognizing that mental illness is a real expression of ill health and not weak character."

Information on mental health and OSI is already included in all Basic Military Qualification Training for commissioned and non-commissioned members, as well as Primary Leadership Qualification and Advanced Leadership Qualification. However, the CF is currently reviewing the detailed descriptions of the knowledge, skills, and other attributes required for all members of the CF for both officers and non commissioned personnel. This review is expected to result in the addition of OSI information to a greater number of courses. As of 1 October 2009, there will also be a standardized mental health and OSI pre-deployment education for all CF members, including leaders at all levels. This pre-deployment education will include recognition of behaviours often associated with mental health conditions, possible interventions, as well as information about available resources.

Information on Mental Health (MH) and Operational Stress Injuries (OSI) is currently taught during eight 40-minute periods throughout the Basic Military Officer Qualification (BMOQ) and Basic Military Qualification (BMQ) courses for commissioned and non-commissioned CF members, respectively. Additional content on the subjects are also provided on the other courses later during a member's career on the Primary Leadership Qualification (ten 45-minute periods), the Intermediate Leadership Qualification (two 45-minute periods) and the Advanced Leadership Qualification (eight 45-minute periods). The CF continuously reviews the training to update or add new knowledge and course content. The intent of future reviews on MH/OSI training is to add knowledge to courses where no training currently exists or to improve existing training. In the fall of 2009, preparations were made to provide a standardized MH/OSI pre-deployment education for all CF members, including leaders, at all levels. This pre-deployment education includes recognition of behaviours often associated with mental health conditions, possible interventions, as well as information about available resources. The pilot course was delivered in December 2009. Implementation of the training is scheduled for Task Force 3-10 in June 2010 in Valcartier, with 2,500 personnel to be trained. There is an additional phase of this training which involves family members of those being deployed, with on-site training on two bases for now, and also via Webinar for those who are not in close geographic proximity to a base, wing or Military Family Resource Centre. For the basic military qualification courses, a working group met in April 2010 to completely review the content and prepare for delivery of a three-phase building block process to teach and coach the members' skills throughout their career and deployment cycles. The training will be implemented starting in January 2011 and involves a three-phase approach based on three specific time periods within the basic military qualification courses (around 2nd week, 7th week and 13th week) when guest speakers from Health Services Group/Joint Speakers Bureau introduce MH/OSI topics as follows:

Phase 1 - First Teaching Block: definitions, coping skills;
Phase 2 - Middle Teaching Block: skill reaffirmation such as what do you remember, how have you applied what you learned so far, goal setting; and
Phase 3 - Last Teaching Block- resilience, getting help, types of resources, demystifying MH, fears of stigma, resource barriers, suicide and addictions.

The Government agrees that the military chain of command must be fully engaged in the health of their returning personnel. To ensure that returning Reservists complete all the necessary administration, interviews and medical appointments, DND has implemented a program known as the Reserve Medical Link Team whereby all returning Reservists are contacted and tracked to ensure that post-deployment screening is completed. To date, 90% of Primary Reserve members who participated in ROTO 5 of the CF mission in Afghanistan have been contacted, with final contact taking place 12 months after their return to Canada. Approximately 80% of Primary Reservists participating in ROTO 6 have now had initial contact. The Reserve Medical Link Team also liaises regularly with CF Case Managers and the situations of all Primary Reserve members requiring care are discussed in case conferences that review individual health care needs and management plans.

The Government has already taken steps to address the issue covered by this recommendation. The Reserve Medical Link Team has implemented a program that provides annual briefings on health benefits, entitlements, access to care, post-deployment screening and contact information. These annual briefings are mandatory for all members of a Reserve unit, with frequent additional briefings to the units' command elements, and include information on the recognition of the signs and symptoms of OSIs, as well as information on how to access treatment. This program covers a very broad range of mental health illnesses (including PTSD, anxiety, depression, sleep and other disorders, etc.) attributable to operations and each of these illnesses has its specific treatment regime.

In this program's first year of operations, 90% of target Army Reserve units were briefed. During its second year, Air and Naval Reserve units will be included. All remaining Reservists will be included in the third year of operations. In addition, the newly formed Joint Speakers Bureau which includes mental health clinicians and OSI veterans has been actively educating CF members and the chain of command at all stages of a member's career on mental health and the importance of creating a supportive environment so members can come forward early for care.

Policy - Director General Military Careers will continue to work with the other agencies within Defence that are charged with the care of the ill and injured to ensure that ill and injured members are treated with compassion. However, the boundaries imposed by the principle of universality of service and the National Defence Act must also be considered. To this end, a special board has been stood up, chaired by Chief Military Personnel with senior membership from the environmental commands, to ensure that decisions on the future employment of members wounded in action receive consideration at the highest level possible. Likewise, policy has been put in place to allow for the retention of ill and injured personnel who breech the terms of Universality of Service, but are employable 5 days a week during normal working hours for a transition period of up to 3 years. On completion of this period, the Director of Casualty Support Management, in cooperation with the staffs of the JPSU and VA will ensure that the member receives the support required to transition to a civilian career, and ensure that they receive all of the pension/medical benefits associated with their condition. For those members whose condition does not allow them to be employed, they will be retained for a period of up to 6 months during which time the Director of Casualty Support Management, working with the agencies mentioned above will ensure a smooth transition plan into civilian life.

Career management - a cell of 3 dedicated career managers has been set up to manage the careers of the ill and injured. Once a CF member is posted to the SPHL, the management of their careers is turned over from their occupation CM to one of the 3 Ill and Injured CMs. These individuals will facilitate all necessary moves for the members' rehabilitation, they liaise with all of the other CF care providers on the members' behalf, they personally meet (either in person or through electronic means) with each of the ill and injured, they conduct annual briefings and interviews with the individuals and their CoCs, and they ensure, whenever possible, that career coursing continues if the individual's medical situation allows. Once the member has recovered, the CM for the Ill and Injured will then ensure that the member is transitioned back into his environment, and his or her career management is transitioned back to the environmental CM.

In response to Chief Military Personnel's transformation initiative, a CF family service enhancement strategy was developed to address family support deficiencies in the following key:

• Child Care;
• Transition Services (Education, Employment, Access to Health Care);
• Family Separation and Reunion; and
• Mental Health and Social Support.

Twenty-one projects were piloted, generating numerous recommendations on family program, service and policy additions, expansions and revisions. Based on the successful results of several of the pilot projects, the following initiatives were implemented:

• Family Information Line: A staffed 1-800 line to support families' navigation of existing policy, information and services;
• FamilyForce.ca: A web-based portal connecting CF families to local, national and international information, services and resources;
• National Military Family Council: A volunteer advisory council to provide a voice for military families to Armed Forces Council;
• Community Wellness Index: A standardized assessment of the health of each CF community;
• Family Liaison Officer: Dedicated support to the families of CF personnel with an illness, injury, or special need; and
• Casualty Support Child Care: Child care services for the families of the ill and injured and the families of the fallen.

As part of their mandate, the Operational Trauma and Stress Support Centre programs review national and international literature on trauma, with a focus on issues related to post-traumatic stress disorder. The Canadian Forces utilizes evidence-based best practices as endorsed by organizations such as the International Society for Traumatic Stress Studies. Before considering a treatment or technique, it must be supported by objective evidence of its efficacy which normally requires randomized controlled trials published in peer reviewed journals.

Progressive action has been and continues to be taken in the areas of both treatment and of prevention of mental illness and operational stress injuries such as post-traumatic stress disorder.

33. The Canadian Forces to provide this Committee, the Auditor General of Canada and the Department of National Defence and Canadian Forces Ombudsman with a full, unclassified update of the status of the Canadian Forces Health Information System, along with a meaningful explanation of when it will reach full operational capacity.

34. The federal government to move immediately to provide the necessary resources to reach full operational capability of the Canadian Forces Health Information Systems project, with the assistance of a database.

The CF Health Services Group would be pleased to provide additional briefings on the Canadian Forces Health Information System (CFHIS) and its future needs. As such, the CF Health Services Group will develop a presentation and make arrangements to set up briefings for the Committee, the Auditor General and the CF Ombudsman as outlined in recommendation 33. These briefings could take place this fall. A revised schedule and costing should be available this fall and will be shared with the Committee, the Auditor General and the CF Ombudsman as part of the briefings.

The CFHIS will improve the management of health information that is created within CF facilities. However, CF members also receive care from the public health care system. Accordingly, full operational capability of the CFHIS will not be realized until the CFHIS is rolled out to each CF Clinic and then connected to the emerging pan-Canadian Electronic Health Record. This will then allow care providers in both the CF and the public health care system to have complete health information. As recommended, the CF, as a member of the FHP, is collaborating with other federal organizations with similar needs in a whole of government effort towards identifying the requirements for federal participation in the pan-Canadian Electronic Health Record.

35. The federal government to initiate cooperative programs with provincial and territorial governments, to offer incentives to qualified professional health care workers, to provide their services to Canadian Forces personnel and their families, in locations where there is a shortage of such services.

36. The federal government to continue to work in cooperation with provincial and territorial governments to enhance relationships between local community health and social services to enhance and Canadian Forces health care services.

Office of the Auditor General (OAG)
During the reporting period the Auditor General (AG) and the Commissioner of the Environment and Sustainable Development tabled two audit reports in Parliament focused specifically on National Defence-Chapter 5 of the May 09 tabling titled "Financial Management and Control" and Chapter 5 of the November 09 tabling titled "Acquiring Military Vehicles for Use in Afghanistan".

In the Chapter on "Financial Management and Control" the AG concluded that although the Department had taken steps to strengthen financial management and control, the Department could not demonstrate that these support the financial management of resources, corporate planning and decision making, especially for the medium to long term; that the implementation of Integrated Risk Management in the Department has been slow; and that the existing governance structure is not focussed on financial management.

In the Chapter on "Acquiring Military Vehicles for Use in Afghanistan", for the four vehicles examined, the AG concluded that National Defence was able to quickly provide three of these vehicles to address operational needs, although not always with all required capabilities. The AG reported that one of the vehicles was two years behind schedule and that the numbers of this vehicle available for operations had been affected by an underestimation of the vehicles needed for training. The AG reported that the Department's Project Approval Guide was consistent with TB's project management policies, but that the four large, urgent projects were not managed in accordance with this Guide.

These two Chapters, including departmental responses to the Auditor General's recommendations, can be accessed on the Auditor General's website at the following link: OAG Latest Audit Reports

In May 09 the Auditor General also tabled "Health and Safety Issues in Federal Office Buildings". This report focused primarily on Public Works and Government Services Canada, but, in the portion of the report dealing with fire safety, also included three recommendations directed at National Defence and a number of other departments and agencies. These can also be viewed at the above web link. In November 09 the AG tabled a Chapter focused on Public Safety Canada and titled, "Emergency Management". Although DND was included in the audit along with other federal departments and agencies, no recommendations were directed at the Department. Chapter 1 of the November 09 Commissioner of the Environment and Sustainable Development report was addressed to the Canadian Environmental Assessment Agency (the Agency) and entitled, "Applying the Canadian Environmental Assessment Act". Aside from the Agency, the audit scope involved twelve other entities, including National Defence, but all recommendations were addressed at the Agency.

During the reporting period, in response to the annual request by the Auditor General, National Defence provided updates on the status of all OAG audit recommendations tabled in Parliament during the five-year period 2004-05 to 2008-09.

The Office of the Commissioner of Official Languages (OCOL) conducted an audit on language of instruction (LOI) in the CF and on the training management framework to determine whether the CF promotes and delivers training in the official language (OL) of its members' choice. The Commissioner made public the final report on 2 June 2010. It consists of his recommendations, the CF action plan and his response to the action. This report, including recommendations and responses, is available on the OCOL website.

The OCOL had looked at the CF periodically over the past years, and certain issues linger. These include, but are not restricted to, deficiencies in strategic and operational planning leading to IT&E plans, framework and delivery of courses (courses not available in both OLs, material not available in both OLs, and a lack of bilingual instructors), and lack of integration of OLs as a vital component of career management. This audit took a comprehensive look at the LOI for all CF individual training provided to officers and non-commissioned members from all Training Authorities. The findings and recommendations that will emanate from the OCOL's final audit report will assist in improving CF OLA compliance and, ultimately, in offering all CF members the possibility of being trained in their OL of choice.

On October 9, 2009 the Minister of Natural Resources presented to the House of Commons the Government's response to the Standing Committee on Natural Resources' report entitled Combining our Energies: Integrated Energy Systems for Canadian Communities that was presented to the House on June 17, 2009. The response addresses each of the report's nine recommendations in detail.

This response can be found online at:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4140521&
Language=E&Mode=1&Parl=40&Ses=2

As a result of the new Audit Policy, the OAG annually sends the Audit Branch all the previous recommendations it has made to NRCan that are not considered completed for an update.  For 2009-10, the department was asked to update and assess the status of previous recommendations.  Responses were provided accordingly by the audited entities and assessed by the Audit Branch according to their responses.  We however, cannot provide assurance on the responses. 

The OAG audits included:

2005 – 04 OAG Chapter 1 –NRCan– Governance and Strategic Management

For more information on this audit, go to 
http://oag-bvg.gc.ca/internet/English/parl_oag_200504_01_e_14932.html  

Recommendation 1.45
OAG recommends that NRCan should develop a corporate strategic plan to ensure that all sectors address key aspects of its legislation and government priorities. To do so, it should implement a systematic strategic planning process across all sectors.

Response: NRCan has continued to steer the development and implementation of corporate-level planning. Working through a DG level task group, a corporate planning network, and the Strategic Planning & Reporting Division, the Departmental Management Committee (DMC) guides the implementation of the Integrated Planning and Reporting (IPR) processes on a consistent basis across the Department. A DG-level committee led the development of a 2010-13 integrated business plan and of the NRCan story. 

Recommendation 1.56
OAG recommended that NRCan should improve its governance processes specifically with respect to mandates, resources, roles, and responsibilities for the managers of horizontal issues; and develop more strategic governance processes promptly to ensure that its strategies and actions are coherent and that they adequately address key aspects of its legislation and government priorities and are effectively monitored.

Response: NRCan has been undergoing a process of departmental renewal, spurred by the need to develop a more collaborative, integrated and results-based organization. The recent strategic assessment review of priority and performance of NRCan programs and improvements to the governance processes has illustrated how the department had been responsive to the government's agenda in recent years.  NRCan has examined its roles to determine where it can best lead and how it can best help Canada harness the full value of all of its assets to build a stronger, more resilient resource economy. 
 
Recommendation 1.66
OAG recommended that NRCan should determine and obtain the industry information that it needs to support strategic decision making by producing it internally or obtaining it from outside sources.

Response:  Providing decision-makers with the appropriate information, including industry information, has been a major area of focus for NRCan as information and knowledge have always been at the cornerstone of the department's business. Efforts have focused on means to identify what knowledge was required and facilitate its sharing and integration in support to strategic decision making. NRCan’s governance structure and the various tools put in place (wiki, blogs, etc) enable staff to share it.  The various branches of the Science and Policy Integration sector have and will continue to integrate that information through information-sharing products such as the weekly Natural Resource Dashboard, the monthly Economic Monitor, the annual Report on Plans and Priorities, etc or through documents supporting policy or management-related decisions such as decks, briefing notes, TBS submissions, Memorandum to Cabinet.

Recommendation 1.74
OAG recommended that NRCan should document the competencies and capacities of its current workforce, develop a clear understanding of the competencies and capacities that it will need to develop or acquire to replace the large percentage of key staff eligible to retire in the next few years, and develop and implement a human resources plan that aligns the competencies required with future business needs.   

Response: In October 2009, NRCan launched its "one department" integrated business approach to planning and reporting to integrate corporate enablers into one cohesive departmental plan. The integrated business planning process was supported with integrated planning tools, which were completed at the sub-sub activity level.  A governance structure was established to guide the development of the business plan.  NRCan's first integrated business plan was submitted to the Treasury Board Secretariat (TBS) in early March 2010.

Recommendation 1.96
OAG recommended that NRCan should develop plans and improve its risk analyses to deal with its responsibilities in emergency situations. In particular, NRCan should develop, in co-ordination with other key stakeholders, emergency plans in the areas where it is required to respond to civil emergencies, particularly where it has the lead federal role; and re-examine its risk assessment guidance and apply risk assessment processes consistently across its five operational sectors, including applying a more coherent analysis of the economic impact of potential threats.

Response: Following Public Safety endorsement, NRCan has transitioned from Civil Emergency Plans to a new suite of Emergency Management Plans which came into force on October 1, 2009.  Selected plans were exercised and tested in the series of exercises leading to the Vancouver Olympics Games (Ex SILVER and Ex GOLD).  Exercises requirements are captured in the Emergency Management Planning Directive and are scheduled on a regular basis.

Recommendation 1.111
OAG recommended that NRCan should improve its performance measurement framework and reporting to provide parliamentarians with better information on the results and outcomes of its programs. In particular, it should develop a systematic process for linking performance targets at the corporate level with business plans; and improve its performance reports by including an analysis of its legislated mandate, linking the Department's priorities to government priorities and rationalizing its assessment of its performance against various frameworks.

Response: The 2009-10 strategic review assessment identified improvements required to performance indicators at the strategic outcome and program activity levels.  The department moved quickly and refined its Program Activity Architecture and developed a series of new performance indicators for 2010-11.  A systematic initiative for continuous improvement of the NRCan Performance Measurement Framework is now embedded in the NRCan's annual planning cycle.  Each fall, the department has the opportunity to review its performance indicators at the sub activity levels. 

2006 – 09 CESD Chapter 1 – Managing the Federal Approach to Climate Change

For more information on this audit, go to 
http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200609_01_e_14983.html

Recommendation 1.44
It was recommended that NRCan should ensure that the model, data and results from the 2005 memorandum of understanding with the automotive industry are independently verified and that the results of the publication are reported publicly.

Response: NRCan is has identified an independent third-party to perform a verification of the accounting model used to measure auto industry’s progress against the first interim target established in the memorandum of understanding, and the contracting process is underway. The report on the 2007 interim goal is expected to be released by the end of the 2009/10 fiscal year.
 
Recommendation 1.45
It was recommended that in any future voluntary agreements, NRCan should establish requirements similar to those found in Environment Canada’s 2001 Policy Framework for Environmental Performance Agreements. While the automotive industry agreement addresses many of these requirements, at a minimum, such future agreements should include
-senior-level commitment by involved parties,
-clearly identified environmental objectives,
-baseline levels measured at the beginning of the agreement,
-clear targets with timelines,
-meaningful performance measures,
-clearly defined roles and responsibilities for all parties,
-consequences for failing to meet targets and incentives for achieving them,
-periodic public reporting requirements,
-provision for regular credible verification, and
-regular evaluation of the agreement to determine progress and options for implementing corrective action, where necessary.

Response: No such voluntary agreements have been established by the OEE since the last update. Obsolete here means N/A.

2006 – 09 CESD Chapter 2 – Adapting to the Impacts of Climate Change

For more information on this audit, go to 
http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200609_02_e_14984.html

Recommendation 2.56
It was recommended that NRCan work with other federal departments and agencies to produce or use information needed for adaptation efforts and with other levels of government and stakeholders, Environment Canada and NRCan should identify and fill gaps in the needed information, including results of impacts and adaptation research and results from climate science; and identify the demand for initiatives that provide decision makers with access to information and technical expertise on adaptation tailored to their needs. Based on that work, they should strengthen existing initiatives and establish others, as required.

Response: As of March 2010, NRCan has signed contribution agreements to implement Regional Adaptation Collaboratives in 5 regions covering all of southern Canada.  NRCan expects to have arrangements in place for the North by May 2010.

2006 – 09 CESD Chapter 3 – Reducing Greenhouse Gases Emitted During Energy Production and Consumption

For more information on this audit, go to 
http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200609_03_e_14985.html

Recommendation 3.27
It was recommended that NRCan should lead the development of a wind power strategy for Canada, in collaboration with the provinces and wind industry. The strategy should provide a vision for wind power in Canada and identify what governments will do to support it, and over what timeframe.

Response: NRCan developed a discussion paper entitled Towards an Enabling Wind Energy Policy Framework in Canada which was the subject of consultations with industry, utilities, environmental groups and provinces in Ottawa and Montreal over the course of 2008. In 2009, NRCan completed the development of a Wind Technology Roadmap, an industry-led report that identifies key issues for wind energy development in Canada and makes recommendations for government and industry. Through the Discussion paper and the Technology Roadmap, NRCan is continuing to support the development of a vision for wind power in Canada.

Recommendation 3.32
It was recommended that NRCan should complete the evaluation of the Wind Power Production Incentive that it committed to in 2002. It should also complete a thorough economic analysis to clarify the extent to which the economics of wind power are changing across Canada and whether there are implications for this program.

Response: NRCan has developed a comprehensive financial model to assess levelized unit cost of wind energy, the impacts of the ecoENERGY for Renewable power program incentive and federal tax measures on the economics of wind power. The model and its results have been the subject of consultations with other Departments and the Wind Energy Industry. The evaluation of the WPPI Program started in 2009 and it is expected to be completed in April 2010.

Recommendation 3.61
It was recommended that NRCan, on behalf of the Government of Canada should make clear to Parliament by the end of 2006 how and to what degree the country will reduce greenhouse gas emissions in the oil and gas sector, both in the immediate and longer term. At the same time, NRCan should develop a corresponding implementation plan.

Response: NRCan recognizes the importance of addressing greenhouse gas emissions in the oil and gas sector. The Government has aligned its GHG reduction target with that of the US, committing to reduce Canada's GHG emissions by 17 percent from 2005 levels by 2020.
Environment Canada (EC) is the lead department for the implementation of the Government's plan to address GHG emissions. NRCan has been engaged in the development of Canada's climate change agenda and will continue to work with EC officials on policy issues related to GHG emissions in the oil and gas sector.

Recommendation 3.66
It was recommended that NRCan should ensure that clear and concrete greenhouse gas reduction targets are established for each of its programs funded for this purpose. The Department should provide clear and detailed information to Parliament about the performance of its programs compared with greenhouse gas emission targets, and the costs incurred.

Response: Estimates of GHG emissions reductions achieved and expenses incurred by NRCan's ecoENERGY programs are reported through the annual Clean Air Agenda Horizontal Performance Reports, which are submitted to Parliament as part of Environment Canada's Departmental Performance Report.  As well, NRCan's programs are included in the Government's annual Climate Change Plan for the Purposes of the Kyoto Protocol Implementation Act, which provides updates on each program's expected emissions reductions during the 2008-2012 period. 

Recommendation 3.68
It was recommended that NRCan should establish consistent practices for financial management and reporting of authorized funding and spending at the program level.

Response: To ensure effective interdepartmental management of clean air initiatives, NRCan is participating with 8 federal departments in the Horizontal Management Accountability and Reporting Framework (HMARF) for the Clean Air Agenda. The HMARF (approved by the Treasury Board on April 3, 2008) establishes consistent practices for the management and reporting of financial information at the program level. In particular, the HMARF provides an integrated view of CAA resources traceable to sources of funds, including allocations from the fiscal framework, and linked to results. NRCan's financial management and reporting practices are aligned with the requirements established under HMARF. For instance, NRCan reports annually on program-level spending through the CAA Horizontal Performance Report, and on planned spending through the CAA Horizontal Report on Plans and Priorities.

For further information, please contact NRCan’s Internal Audit Branch.

The Office of the Auditor General completed an external audit of the 2008-2009 Financial Statements of Parks Canada Agency.

Horizontal Internal Audit of Corporate Risk Profiles in Large Departments and Agencies -The Office of the Comptroller General conducted an audit of systems and practices for organizational risk management in 13 large departments and agencies, including Parks Canada, to provide assurance that strategies exist for identifying and mitigating risks. The report concluded that large departments and agencies have made a concerted effort to develop corporate risk profiles, however improvements still need to be made. The Agency positively received the recommendations and is committed to pursuing the improvements.

The following three audit activities impacting PCO were reported during 2009-10 by the Office of the Auditor General:

Spring 2009 Report of the Auditor General of Canada

Chapter 1 — Gender-Based Analysis (GBA)

The audit examined the implementation of GBA in government, including the role played by the Treasury Board Secretariat (TBS), the Department of Finance Canada, and PCO in challenging whether departments and agencies had identified potential gender impacts of proposals submitted for Cabinet approval.  The audit also examined the role played by Status of Women Canada in supporting the implementation of GBA.

Commitments made by PCO, TBS and Status of Women Canada in response to the Auditor General’s recommendations are contained in the Departmental Action Plan on Gender-Based Analysis, tabled with the Public Accounts Committee.  The action plan seeks to clarify roles and responsibilities of federal organizations and provides a framework to strengthen the use of GBA.   Commitments made by PCO through the Action Plan include: continuing to work with Status of Women Canada and all departments to help the Government meet its GBA commitment, undertaking informal consultations with departments on GBA mechanisms and expectations, continuing to provide guidance to departments bringing forward policy and program proposals and challenging them to consider gender issues; and continuing to provide regular training for analysts on GBA.

Auditor General Report

http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_e_32545.html

Departmental Action Plan on Gender-Based Analysis

http://www.swc-cfc.gc.ca/pol/gba-acs/ap-pa/ap-pa-eng.pdf

2009 November Report of the Auditor General of Canada

Chapter 7 — Emergency Management - Public Safety Canada

The audit looked at the role of Public Safety Canada in the area of emergency management and critical infrastructure protection.  The Report was critical of Public Safety's leadership role to date in organizing and coordinating the federal emergency management community.  Of the Report’s five recommendations, one implicated PCO.  Specifically, the recommendation stated that, "The Privy Council Office and Public Safety Canada should ensure that all components of the Federal Emergency Response Plan are completed and obtain government approval for it." The Federal Emergency Response Plan was presented to and approved by the Foreign Affairs and Security Cabinet Committee on December 9, 2009 and ratified the following day.  The Emergency Support Functions, key components of the Federal Emergency Response Plan, are due to go to Foreign Affairs and Security Cabinet Committee early fall 2010.

May 2009 Report of the Auditor General of Canada

Chapter 3—Health and Safety in Federal Office Buildings

The study examined how responsibility for ensuring the health and safety of federal employees working in Public Works and Government Services Canada-administered office buildings is shared among Public Works and Government Services Canada, Human Resources and Skills Development Canada and individual departments whose employees work in those buildings.  The study also assessed whether departments were planning for fire emergencies in compliance with key requirements, including conducting required fire drills, and whether they adhered to the applicable policies and standards.

The report’s 11 recommendations were addressed to a number of departments.  Three of these recommendations required a response from PCO.  For buildings where PCO is the majority tenant, PCO agreed to prepare and administer fire safety plans and share the information with the other tenants, and to ensure that a fire emergency organization is established and maintained.  For buildings where PCO is not the majority tenant, PCO agreed to obtain a copy of the fire safety plans established and administered by the majority tenant, and to be a member of the fire emergency organization established by the majority tenant.  PCO also committed to hold or, through the fire emergency organization, participate in at least one evacuation drill every year for each building it occupies.

http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_03_e_32516.html

Third Report of the Standing Committee on Agriculture and Agri-Food

The  Government Response to the Third Report of the Standing Committee on Agriculture and Agri-Food – Subcommittee on Food Safety Beyond The Listeriosis Crisis: Strengthening The Food Safety System was tabled in Parliament on September 14, 2009. The Government Response, which coincided with the announcement of the Government’s Action Plan in Response to the Report of the Independent Investigator into the 2008 Listeriosis Outbreak, focussed on addressing immediate food safety risks; enhanced surveillance and early detection; and improving government response to food-borne illness emergencies.

On March 31, 2010, the Government of Canada posted on its Food Safety Web Portal a progress report titled  Government of Canada - Progress on Food Safety. This report provides details of the progress made by Health Canada (HC), PHAC and the Canadian Food Inspection Agency (CFIA) on reducing food safety risks; enhancing surveillance and early detection; and improving emergency response.  PHAC’s reported progress focussed on the two latter areas.

The Standing Committee on Public Accounts

In their  May 2009 Report, the Standing Committee on Public Accounts following the Auditor General’s  May 2008 Office of the Auditor General Report on the Surveillance of Infectious Diseases recommended that:

1. PHAC provide an interim status report to the Public Accounts Committee (PAC) on its progress in implementing the Office of the Auditor General’s (OAG) recommendations by September 30, 2009, and that additional status reports be submitted to the Committee annually until the recommendations are fully implemented;
2. HC and PHAC provide the PAC by September 30, 2009, with a clear timeline for a legislative review which would determine whether additional statutory authorities are necessary;
3. PHAC provide the PAC by September 30, 2009, with a proposed timeline for negotiating information sharing agreements with the provinces and territories, and report progress in making these agreements in its annual status report to the Committee;
4. PHAC provide the PAC with its assessment of core surveillance and response capacity requirements by September 30, 2009, along with a timeline detailing how it intends to meet the World Health Organization Regulations by the mandatory deadline of 2012; and
5. PHAC include in its Departmental Performance Reports an outline of the challenges and risks it faces as an organization; and that PHAC provide a balanced appraisal of the results it has achieved in improving its surveillance activities.

Agency Response:

In September 2009, the Minister of Health tabled the Government Response to the May 2009 PAC Report on the Implementation of the Auditor General (AG) Recommendations on the Surveillance of Infectious Diseases.  As part of the Government Response to the PAC, PHAC provided a status report on progress in implementing the AG recommendations, and committed to providing annual status reports until the AG recommendations are fully implemented.

In addition, in April 2010, PHAC, through the Minister of Health, provided the PAC with an annual status report on the progress in implementing the AG recommendations. The report, also presented to the OAG in April 2010, is summarized in the next section below.

A Summary of Chapter 5, of the  May 2008 OAG Report on the Surveillance of Infectious Diseases is presented above, along with its five recommendations.

PHAC has made continued progress in implementing the AG recommendations.

An annual status report was presented to the AG in April 2010. To date, 8 of the 12 recommendations are either fully or substantially implemented. For the remaining four recommendations, plans and timelines are in place to achieve full implementation. The following examples highlight a number of significant developments that took place in 2009-10:

• Management of the H1N1 pandemic in 2009-10 led to important enhancements to PHAC’s internal information and response management systems. For example, it resulted in: improvements to the Agency’s internal response capacity (mobilization of staff); the development and implementation of an Incident Management Structure; the development of comprehensive situational reports; and information and guidance documents for P/Ts and other stakeholders. In the post-pandemic phase, the Agency is drawing on this experience to plan and implement further improvements to internal information and response systems.
• A Multi-lateral Information Sharing Agreement (MLISA) on infectious diseases is currently under development through a PHAC-supported F/P/T task group. F/P/T officials have reviewed and ratified the direction for the development of this agreement - they have agreed to a multilateral approach (i.e., one agreement for all jurisdictions to sign), the inclusion of biological substances, and a generic main body on infectious disease plus technical schedules dealing with specific infectious diseases and public health events.
• The F/P/T Public Health Network (PHN) has endorsed the development of an F/P/T Multi-lateral Information Sharing Agreement (MLISA). The MLISA will initially focus on infectious diseases and the information requirements needed to meet PHAC obligations under the International Health Regulations (IHR), including the movement of biological substances. MLISA will be structured as an overall agreement to share information supported by detailed technical schedules that define how information on specific infectious diseases and public health events will be shared.  This approach ensures adaptability of the agreement as new outbreaks and events arise. The first schedules for MLISA are currently under development within PHAC in collaboration with a Public Health Network task group dedicated to this project.

PHAC is committed to the ongoing implementation of the AG recommendations. The development of a comprehensive public health surveillance system, including the surveillance of infectious disease, is considered a high priority. PHAC will continue to build such a system in collaboration with our partners in a way that promotes and protects the health of Canadians.

No external audits were issued during 2009-10.

Follow-ups sent to parliamentary committees following an appearance from the Public Service Commission
From April 1, 2009, to March 31, 2010

During the 2009-2010 fiscal year, the Public Service Commission (PSC) provided a total of 18 follow-ups to 4 Parliamentary Committees. For the House of Commons, the PSC appeared before the Standing Committee on Government Operations and Estimates (OGGO), while the Finance Committee, Human Rights and Official Languages heard testimonies from the PSC in the Upper Chamber. The follow-ups were on a wide range of topics such as non-partisanship in the public service, use of temporary help services, employment equity at the EX level and recruitment of bilingual employees.

In addition, OGGO adopted a unanimous motion requesting that the PSC conduct a special study on issues such as the use of temporary help services. It was the first time in the history of the PSC that this type of request was made.

Modernization of Human Resources Management - Managing the Reforms (Chapter 3 of the February 2005 Report of the Auditor General of Canada)
 
In 2009-2010, the Staffing Management Accountability Framework (SMAF) was revised and issued to departments and agencies. The SMAF has been streamlined based on the PSC's analysis and extensive consultation conducted in September and October 2009. Consultation included a round table with representatives from various-sized organizations hosted by the PSC and discussions with the Human Resources Council (HRC), the HRC’s SMAF working group, the Personnel Advisory Group, the National Staffing Council and the Interdepartmental Monitoring Network. As a result, indicators are clearer and more aligned with central sources of information, and overlap has been removed. 

The PSC has also modified its definitions of organizational size to better align with those used by the Treasury Board of Canada Secretariat (TBS) for organizational Management Assessment Framework (MAF) assessments. This will help streamline reporting to deputy heads and support communications. The PSC has also aligned the organizational submission time frame of the Departmental Staffing Accountability Report (DSAR) to better coincide with TBS’ MAF time frame and with requests from the Committee of Senior Officials. The revised SMAF includes focusing more clearly on expectations for the development and monitoring of organizational staffing strategies that link with business and human resources plans, including post-secondary recruitment strategies, as applicable. The performance indicators have been reduced from 37 to 29, resulting in a reduction of reporting requirements. 

A new approach, reporting template and assessment tools were developed for micro‑organizations (fewer than 100 employees). The statistical information packages
were also updated, and information from the PSC’s Survey of Staffing is now included.

A protocol for co-ordinating the collection of organizational information for audits and DSAR reporting was developed and implemented to minimize the reporting burden for departments and agencies under audit.

The PSC maintains ongoing communications by presenting any updates made to the SMAF and reporting framework to the HRC and any other venue, as deemed necessary. The PSC conducted information sessions on the revised SMAF and updated statistical package with more than 50 organizational representatives in December 2009. All reporting documents and tools were posted on the PSC Web site.

The PSC will continue to build on its successful consultation process with organizations to continuously improve the SMAF and amend it accordingly. The PSC will also continue to modify the SMAF to respond to the regular maintenance of the indicators and the expectation of the PSC.

The PSC has used and modified the SMAF over the past three years to respond to various initiatives, and it has now achieved a steady state.

In addition, in 2009-2010, the PSC and the Office of the Chief Human Resource Officer have completed a review of organizational systems, approaches and practices for gathering employment equity self-identification data. A joint letter to heads of human resources has been prepared and is expected to be released in April 2010.  This letter will inform departments and agencies that they will be able to use self-declaration information as self-identification information by persons who are their employees, provided that the applicant's prior consent has been obtained. This procedure will assist in ensuring greater accuracy of employment equity information.

In carrying out its audits of the staffing activities of departments and agencies, the PSC performed the following audits and studies during the reporting period:

Entity audits
Audit of Infrastructure Canada
Audit of the Canada Border Services Agency
Audit of the Immigration and Refugee Board of Canada
Audit of Health Canada

Follow-up audit
Follow-up audit of the Office of the Correctional Investigator

Government-wide audit
Audit of the Federal Student Work Experience Program and subsequent appointments through bridging mechanisms

Studies
Study on the data collection of non-advertised appointment processes
Career progression in the federal public service – Temporary versus permanent start-ups

Statistical study updates
Time to staff in the federal public service – An update
To what extent do casuals become employed under the Public Service Employment Act? – Update
New indeterminate employees: Who are they? – Update
Acting Appointments and Subsequent Promotions in the Federal Public Service – Update

The audit focused on two major activities of the federal government that exist to reduce the risks to the health and safety of federal employees working in office buildings administered by Public Works and Government Services Canada:

• the operation and maintenance of the buildings, their systems, and equipment; and
• the planning for fire safety and fire emergencies within these buildings.

Six recommendations were directed at federal organizations. Five recommendations were directed at Public Works and Government Services Canada.

3.43 Public Works and Government Services Canada should ensure that all high-priority deficiencies, including those related to health and safety, identified by its reviews and assessments of building condition and operating performance are included in its annual Building Management Plans.

3.49 Public Works and Government Services Canada should ensure that it implements mechanisms to consistently identify, challenge, and prioritize high-priority deficiencies, including those related to health and safety, and that it corrects these deficiencies within the time frame it has established.

3.54 Public Works and Government Services Canada should strengthen its systems and practices so that it can consistently demonstrate that it is completing mandated maintenance as required.

3.60 Public Works and Government Services Canada should carry out its responsibilities for leased buildings, as required by departmental policies.

The objectives of the audit were to determine whether:

• National Defence can demonstrate that the purchase of selected military vehicles used in Afghanistan met operational needs and were acquired in a timely manner; and
• Public Works and Government Services Canada and National Defence purchased these selected military vehicles in compliance with applicable contracting legislation, regulations, and policies and acquired them in a timely manner.

The objective of the audit was to determine whether 11 selected federal organizations complied with legislative and policy frameworks when they hired students for the first time through the Progam and when they used bridging mechanisms to appoint graduates who were formerly hired as participants in this program.  The audit also examined whether, for the period from April 1, 2006, to March 31, 2007, selected federal organizations each had an appropriate framework in place to plan and monitor bridging appointments.

For the 2009-2010 fiscal year, 2 external studies were published and 8 external audits were tabled that were specific to Transport Canada or horizontal in nature. The external entities involved were the Office of the Auditor General, the Public Service Commission, the Commissioner of the Environment and Sustainable Development, the Office of the Privacy Commissioner and the Office of the Comptroller General.

Office of the Auditor General

On May 12, 2009, the Auditor General tabled her Spring 2009 Report. Transport Canada was included in three of the nine chapters as follows:

Chapter 1, Gender-Based Analysis

Transport Canada is cited as considering its work as gender neutral and will be highlighting the requirements for gender-based analysis in a departmental guide for processing Treasury Board submissions. There were no audit recommendations directed at the department. The audit report is available online.

Chapter 3, Health and Safety in Federal Office Buildings

Transport Canada was assessed along with a number of entities to determine whether they were planning for fire emergencies in compliance with key requirements, including conducting required fire drills. The department was directed to ensure to prepare and administer its fire safety plan in accordance with established federal legislation and Treasury Board policies and standards as well as to hold all evacuation drills required. The audit report is available online.

Chapter 7, Special Examinations of Crown Corporations – 2008

This chapter included the main points for the special examinations carried out between March 1 and December 1, 2008. Five of the eight Crown corporations fell within the Transport, Infrastructure and Communities portfolio: Federal Bridge Corporation Limited (FBCL), Great Lakes Pilotage Authority (GLPA), Pacific Pilotage Authority (PPA), Parc Downsview Park Inc. (PDP) and via Rail Canada Inc. Two significant deficiencies were found for FBCL, one for GLPA and via and none for PDP or PPA. The audit report is available online.

Commissioner of the Environment and Sustainable Development

The Commissioner of the Environment and Sustainable Development tabled his fall report on November 3, 2009. Transport Canada was included in two of the four chapters as follows:

Chapter 1 Applying the Canadian Environmental Assessment Act

The audit focused on the government’s performance in general in complying with the environmental assessment process established by the Act for projects subject to entities’ decision-making authority as a project proponent, regulator, land administrator or funding source. The audit examined whether the Canadian Environmental Assessment Agency is fulfilling its responsibilities for administering the Act, establishing a quality assurance program and maintaining a public Registry Internet Site of environmental assessments. All of the recommendations are directed at the Agency. The audit report is available online.

Chapter 4 Environmental Petitions

This chapter, which is required annually under the Auditor General Act, reports on the quantity, nature and status of petitions received this year and on the timeliness of ministerial responses to the petitioners. Transport Canada was responsible for responding to two petitions between July 1, 2008, and June 30, 2009, both of which were considered late. The audit report is available online.

Public Service Commission

In October 2009, the Public Service Commission (PSC) published its Study on the Data Collection of Non-Advertised Appointment Processes. The study focused on the non-advertised appointment activities of four departments for the period of April 1, 2007, to March 31, 2008. The purpose was to examine data collection practices related to those activities and the limits of the data available as well as to explore associated risks and areas for improvement for both the PSC and the organizations involved. Overall the comments about Transport Canada in this study are positive. Indeed, of the four departments included, we are cited as a "best practice" for having a centrally managed system that can easily perform customized queries. The study can be viewed online.

The Office of the Privacy Commissioner

On November 17, 2009, the Privacy Commissioner of Canada tabled her annual report in Parliament that included a summary of audit findings for work undertaken during the course of the year, and published the full audit reports on its website. The Passenger Protect Program (PPP) at Transport Canada was audited to determine whether the department had adequate controls and safeguards to collect, use, disclose, retain, dispose, protect and ensure the accuracy of personal information under the program. The audit found that Transport Canada does collect and use personal information within the PPP in accordance with the Privacy Act and the Aeronautics Act. As well, the department uses the appropriate physical measures, training programs and security clearances to safeguard personal information within the program. Nevertheless, four recommendations were made and the department responded accordingly with a management action plan. The audit report is available online.

Office of the Comptroller General

On December 15, 2009, the Office of the Comptroller General (OCG) published its horizontal audit on high-risk expenditure controls in large departments and agencies. The audit examined the risk management over expenditure controls and the practices in place in a sample of large departments including Transport Canada to determine whether expenditure management was being carried out in a cost-effective and efficient manner while maintaining the required level of control. Three recommendations were directed at Transport Canada and the department responded accordingly with a management action plan. The audit report is available online.

During 2009, Transport Canada was also included in the OCG’s horizontal audit of corporate risk profile activities in 13 departments from April 1, 2006, to December 31, 2008. The overall objective of the audit was to determine whether systems and processes related to the development of corporate risk profiles are in place and are adequate and effective to respond to changing risk environments and establish interfaces between the risk profile, business planning and performance management. There were no areas of concern found for Transport Canada and no recommendations were made to the department. Consequently, we did not prepare a management action plan. The audit report is available online.

Standing Committee on Government Operations and Estimates RE:  Economic Stimulus Package (June 4, 2009) - No recommendations were received.

Standing Senate Committee on Official Languages, RE: Application of the Official Language Act within those institutions subject to the Act (Study on Part VII and other issues).  (November 2, 2009) - No recommendations were received.  As a follow-up to WD’s appearance before the committee, one  member posed the following question:

• Question: What was the percentage of funding requests from francophones under the Western Diversification Program (WDP)?
• Reply: During 2009-10, 4.0% of WDP requests for funding, excluding CAF, were identified as having a major impact on francophones.  During this same period, 1.4% requests for funding under CAF were identified as having a major impact on francophones.

None were required during the period.