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Canadian Nuclear Safety Commission's Action Plan in Response to the Treasury Board Secretariat MAF Assessment

The action plan below includes a report on activities to which progress (as of February 2008) has been made to date. In November 2008, the CNSC will provide a status report to reflect further developments and progress on other elements and observations of the MAF assessment.

MAF Indicator

TBS Rating

CNSC Action Plan and Progress

Integrity of the Corporate Management Structure

Extent to which the accountability of senior officials and internal decision-making structures is aligned to the organization's strategic outcomes.

Extent to which Reports on Plans and Priorities (RPP) and Departmental Performance Reports (DPR) are aligned and based on the approved Management Resources and Results Structure (MRRS).

Opportunity for Improvement

Review of the governance structure and terms of reference for all its committees to clarify their roles, responsibilities and accountability, and to strengthen follow-up mechanisms for tracking action items.

  • This initiative is underway and will be completed in March 2009.

Include changes to DPR and RPP, wherever required, to ensure that the language and structure of the MRRS is clarified as a basis for reporting.

  • Initiative completed.

Development of the DPR for the period ending March 2007 and the RPP for 2008-09 based on the CNSC Program Activity Architecture.

  • Initiative completed

Development of a new performance measurement framework as part of the full implementation of the MRRS policy and inclusion of the indicators of performance in the 2008-09 RPP as the basis for measuring results.

  • Initiative complete.

Quality of Programs and Policy Analysis

Accuracy and reliability of supporting information in Memorandum to Committee's and Treasury Board Submissions.

Quality, adequacy and soundness of analysis.

Presence of a quality control process on MCs and TB Submissions and the extent of its rigor and effectiveness.

Opportunity for Improvement

Development of a new Timeline Management Framework to ensure the Treasury Board Secretariat (TBS) receives TB Submissions in a timely and complete fashion for their analysis by using a project management approach, which includes sharing plans and pre-consultations with TBS, Natural Resources Canada (NRCan), and other central agencies.

  • For all major initiatives in 2007, the CNSC undertook this approach and will continue to do so regularly.

Commitment to maintain regular dialogue, ongoing liaisons and partake sooner into pre-consultations with TBS and NRCan on specific initiatives.

  • Ongoing initiative.

The CNSC staff attends all TBS driven training currently offered, including training relating to Expenditure Management System.

  • Staff members have already attended TBS training and will continue to participate on a regular basis.

Quality and Use of Evaluation

Progress in moving toward a full coverage of the organization's program base on a five-year cycle.

Neutrality of evaluation, with increased focus on program improvement and value for money - including program performance and relevance.

Extent to which evaluations are used to support decision-making in the organization.

Opportunity for Improvement

Development of an Evaluation risk-based plan

  • Evaluation risk-based plan completed and approved by the CNSC's Audit and Evaluation Committee. It's been since forwarded to TBS.

Review of the scope of the CNSC's evaluation coverage and the impact of a higher level of organizational program expenditures.

  • This initiative is underway and will be completed in December 2008.

Establishment of a system to track and monitor the implementation of recommendations/follow-up action plans, to ensure that these are properly implemented and reported to the CNSC's Audit and Evaluation Committee.

  • This initiative was completed in October 2007.

Integration, Use and Reporting of Performance Information

Extent to which integrated management information from financial, human resources, payroll, asset and real property, as well as program performance information systems are readily accessible for corporate decision-making.

Extent to which clear and integrated performance expectations in the Reports on Plans and Priorities are tracked and reported on in the Departmental Performance Report.

Extent to which public performance reports integrate credible performance information (beyond activities and outputs).

Opportunity for Improvement

Development of business processes for integrated planning to support planning for fiscal year 2009-2010.

  • This initiative is underway and will be completed in October 2008.

The development of processes for performance management.

  • This initiative is ongoing.

Development of an enabling IT toolset to integrate financial and human resources, and program performance information to inform decision-making.

  • This initiative is ongoing and will be fully developed once both processes - planning and performance management - are complete.

Report the CNSC results on its program activities and improve on its balanced reporting.

  • In the DPR for Fiscal Year ending March 31 2007, the Management Resources and Results Structure Performance Measurement Framework served as the basis for reporting results against RPP commitments.
  • The CNSC took steps to identify its successes and identify where and how its performance needs to be strengthened. The organization will continue to strengthen reporting in the next DPR.

Effectiveness of Corporate Risk Management

Level of engagement of senior executives in corporate risk management.

Current levels of corporate risk assessments and profiles.

Extent to which corporate planning is risk-informed.

Risk Mitigation strategies currently in place for key program and corporate risks.

Opportunity for Improvement

Development of a “risk governance” project with the objectives of identifying corporate risks and establishing mechanisms to monitor the organization's risk management activities so that they properly address and mitigate identified strategic risks. This includes:

Surveys and interviews with CNSC Management to determine risk areas, their potential impacts and the organizations' tolerance of the risks.

  • This initiative is complete and has led to the development of a draft Corporate Risk Profile.

The development of a risk profile including risk management gap analysis and mitigation measures.

  • This initiative is ongoing and will be completed in June 2008.

The development of a process for integrated risk management into organizational planning.

  • The initiative is ongoing and will be completed in December 2008.

Effectiveness of Information Management

Extent to which critical information is secure, and an effective privacy regime is in place, monitored and managed.

Opportunity for Improvement

Review of all personal information holdings to ensure that the CNSC's Registered Personal Information Banks accurately reflect information holdings.

  • The work to update Personal Information Banks is well underway and will be completed in June 2008. All other updates to Information Source were completed in June 2007.

Effectiveness of Internal Audit Function

Quality of audit plans (risk-based, appropriate approvals, methodology, continuity with previous years, adequacy of detail on activities and costs).

Quality of Internal Audit Reporting (adequacy of contextual information, adequate support for “expression of opinion”, timeliness of delivery, public disclosure and follow-up).

Progress in implementing the Internal Audit Policy (evidence of sustained management engagement, appropriate approval of the Audit Committee's terms of reference or charter and strategic plan, an Audit Committee with appropriate chair and DM/OCG approved membership).

Attention Required

Revision of CNSC's current plan and development of an Internal Audit risk-based plan.

  • CNSC developed a risk-based Internal Audit Plan which was approved by the CNSC's Audit and Evaluation Committee and was forwarded to TBS.

Establish a system to track and monitor the implementation of recommendations/follow-up on action plans to ensure that they are properly implemented and report these results to the CNSC's Audit and Evaluation Committee.

  • Initiative completed.

The CNSC's internal audit reports contain action plans to address audit recommendations. These reports and their related action plans have been reviewed and approved by the CNSC's Audit and Evaluation Committee.

  • CNSC posted the approved internal audit results and their related action plans on its Web site.

Development of an internal audit policy and its implementation plan consistent with the Treasury Board Secretariat Policy on Internal Audit.

  • The internal audit policy is underway and will be completed in March 2008. Its implementation plan will be completed by April 2008.

Identification of three external audit committee members by the Office of Comptroller General (OCG).

  • This initiative is ongoing by OCG and will be completed in September 2008.

Review of the existing charter for CNSC's Audit and Evaluation Committee.

  • An internal audit charter was approved by the Audit and Evaluation Committee

Below are areas which the indicator as a whole was not rated or received an “Acceptable” rating but sections of these indicators received an “Opportunity for Improvement” rating.

MAF Indicator

TBS Rating

CNSC Action Plan and Progress

Extent to which the Workplace is Fair, Enabling, Healthy and Safe

Number and percentage of supervisors who meet bilingualism requirements.


Enhancement of CNSC's language training strategy to ensure that 78% of its supervisors are bilingual.

  • This initiative is ongoing and will be completed in June 2009.
  • The success rate of bilingual positions attained in this category increased by 11% (from 59 to 70%) since the last figures reported in the 2006 MAF Report.

Effective Procurement

Level of oversight of procurement and contracting functions (e.g. presence of a Contract Review Committee, quality of contracting data, timely completion of disclosure information for contracts over $10,000, the implementation of audit recommendations where applicable etc.).


Development of Terms of Reference and establishment of a Contract Review Committee.

  • Terms of reference and review requirements of a Contracts Review Committee were developed and approved, membership has been established, and training of members is ongoing.

Inclusion of an internal audit on contracting in the 2007- risk based 3-year audit plan.

  • The internal audit on contracting is planned for fiscal year 2008-2009.

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