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CNSC's Progress Reportin Response to the Treasury Board Secretariat MAF Assessment

To fulfill its commitment, the Canadian Nuclear Safety Commission hereby submits its status report reflecting its progress on the elements and observations of its 2006 MAF assessment. This report was posted in February 2009.

MAF Indicator TBS Rating CNSC Action Plan Status

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 Managemnt 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.


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.


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


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.


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

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.


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


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


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 a risk-based Evaluation plan


The CNSC's Audit and Evaluation Committee approved a risk-based Audit and Evaluation Plan on October 16, 2007 and is still in place. Once it has completed its review of the scope of its evaluation coverage, the CNSC will adopt a revised Evaluation Plan. This activity is planned for the fall of 2009.

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


This review is planned for the fall of 2009.

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.


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.


The CNSC has developed common integrated planning processes for developing the RPP and Directorate work plans are in place.

The development of processes for performance management.


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


Business requirements have been defined and IT solutions have been scoped. These solutions will be developed and implemented over the course of the following 3 years.

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


The CNSC developed a MRRS Performance Management Framework and processes for the timely reporting of those results in the DPR and Annual Reports.

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.

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

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

The CNSC undertook consultations with DGs to review and revise the draft Corporate Risk Profile to inform the 2009-2010 planning exercise. The revised Profile will be presented to Management Committee in March 2009.

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.


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.


The 2008-11 Internal Audit plan is risk informed and was approved by the Audit and Evaluation Committee on May 1, 2008. Amendments to the IA plan are performed regularly.

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.


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.


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


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


Three External Audit Committee members have been appointed as of December 2008. The Committee will be chaired by an external member.

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


Below are areas where the overall indicator was not rated or received an "Acceptable" rating; however, certain sections of these indicators received an "Opportunity for Improvement" rating.

MAF Indicator Overall
TBS Rating
CNSC Action Plan 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.


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.


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


The internal audit on contracting is scheduled to be conducted in Q1 for fiscal year 2009-2010.

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