2015-16 Management Accountability Framework government-wide report

Overall adjusted lapse

The lapse amount, as a percentage of annual voted authorities, can provide insight into an organization’s planning, budgeting, monitoring and reporting practices. A lapse refers to the amount of funding on programs that has not been spent. As such, it is an indicator of forecasting and the degree that forecasting guides effective and timely expenditure management decisions. Generally, the lapse is expected to be between 2% and 5% of voted authorities.

Figure 01 - Text version

Adjusted lapse at year-end as a percentage of annual voted authorities for large departments and agencies was:

• 5.4 per cent in the 2011 to 2012 fiscal year;
• 6.0 per cent in the 2012 to 2013 fiscal year;
• 3.8 per cent in the 2013 to 2014 fiscal year; and
• 3.0 per cent in the 2014 to 2015 fiscal year.

Adjusted lapse at year-end as a percentage of annual voted authorities for small departments and agencies was:

• 3.1 per cent in the 2011 to 2012 fiscal year;
• 2.8 per cent in the 2012 to 2013 fiscal year;
• 2.1 per cent in the 2013 to 2014 fiscal year; and
• 2.1 per cent in the 2014 to 2015 fiscal year.

The amount of funds lapsed at year-end has continued to decline for large departments and agencies (LDAs), dropping from 3.8% of annual voted authorities (in 2013-14) to 3.0% in 2014-15. For small departments and agencies (SDAs), the 2014-15 lapse remained stable at 2.1%.

Operating and grants and contributions adjusted lapses have followed the same three-year downward trend as the overall adjusted lapse, while the Capital adjusted lapse has been rising for the last four years, reaching 7.4% in 2014-15. Overall, the majority of organizations assessed have minimal lapses.

Budget allocations

Earlier access to budget enables managers to plan their program and financial implementation effectively. Department or agency managers should have access to their budget within 30 days of the start of the fiscal year.

MAF results suggest that departmental practices vary. While most departments allocate budgets within 30 days of the start of the fiscal year, several organizations take well beyond 30 days to allocate approved budgets within the financial system to managers with delegated authorities.

Figure 02 - Text version

In 2014, 25 departments and agencies gave approved budgets to their managers at the lowest levels within 30 days, 6 within 60 days and another 6 within 90 days. In 2015, 26 large departments and agencies gave approved budgets to their managers at the lowest levels within 30 days, 7 within 60 days and 4 within 90 days.

Implementation of a risk-based ongoing monitoring program

Figure 03 - Text version

In 2014, 16 organizations answered “Yes” to implementing a risk-based ongoing monitoring program for all 3 control areas, while 20 of the organizations answered “No.” In 2015, 27 large departments or agencies answered “Yes” to having implemented a risk-based ongoing monitoring program for all 3 control areas, while 8 large departments and agencies answered “No.”

There has been a significant improvement in this area, with close to 80% of organizations having put in place an ongoing monitoring program to support the effectiveness of their internal controls over financial reporting, compared to only 44% last year. Organizations that have not yet implemented a risk-based ongoing monitoring program may be facing challenges related to the size and complexity of their organization.

The Treasury Board of Canada Secretariat (TBS) will pursue discussions with organizations to validate their progress and provide specific advice in support of government-wide compliance.

Payments to suppliers

The Treasury Board Directive on Payment Requisitioning and Cheque Control requires that suppliers of goods and services are paid on the due date and that interest is paid on payments made later than the due date. The late payment of invoices is an issue that negatively impacts suppliers and, in particular, small businesses.

This is an area requiring government-wide improvement. Only a small number of departments pay their suppliers on time at least 98% of the time and several organizations do not automatically pay interest.

To increase the number of organizations that automatically pay interest, TBS will work with organizations to enable the automatic payment of interest functionality within departmental financial systems.

Outstanding accounts receivables

The outstanding accounts receivables represent debts due to the Crown excluding debts classified in other sections of the Public Accounts of Canada such as taxes receivable.

The Treasury Board Directive on Receivables Management requires that departments recognize and record all receivable transactions in departmental accounts and the Public Accounts of Canada and take appropriate, timely and cost-effective collection actions or debt deletions when the receivable is not settled in full. The aging of accounts receivable indicates the length of time that money has been owed to the Crown.

This is the first year for this MAF indicator, with the results serving as a baseline for future year comparison purposes. Of note, 45% of the accounts receivable for LDAs has been outstanding for more than 365 days (17% for SDAs); representing $1.6B.

Figure 04 - Text version

For large departments and agencies:

• 36 per cent of accounts receivable had been outstanding for 0 to 30 days,
• 5 per cent had been outstanding for 31 to 60 days;
• 4 per cent had been outstanding for 61 to 90 days;
• 10 per cent had been outstanding for 91 to 365 days; and
• 45 per cent had been outstanding for more than 365 days.

Overall outstanding accounts receivable for large departments and agencies totalled $3.5 billion.

For small departments and agencies:

• 59 per cent of accounts receivable had been outstanding for 0 to 30 days,
• 2 per cent had been outstanding for 31 to 60 days;
• 1 per cent had been outstanding for 61 to 90 days;
• 20 per cent had been outstanding for 91 to 365 days; and
• 17 per cent had been outstanding for more than 365 days.

Overall outstanding accounts receivable for small departments and agencies totalled $90 million.

Reasons vary by departments and include overpayments related to program delivery, defaults in projects funded through repayable contributions, interest owing on loans, and accounts under litigation or legal review. In some instances, recovery of funds is dependent on specific, governing legislation.

Departments are being encouraged to actively pursue the collection of all accounts receivables and to charge interest on overdue accounts. When the debts are deemed uncollectible, departments are encouraged to take timely action in seeking the appropriate authorities for the write-off, remission, forgiveness or waiving of debts. In some instances, program design should be reviewed to ensure that overpayments are minimized.

Service standards for grant and contribution programs

Figure 05 - Text version

In 2014, 15 organizations answered “Yes” to measuring performance against service standards annually, while 9 answered “No.” In 2015, 18 large departments and agencies answered “Yes” to measuring performance against service standards annually, while 4 answered “No.”

The Treasury Board Policy on Transfer Payments requires departments to establish reasonable and practical service standards for transfer payment programs. A service standard is a public commitment to a measureable level of performance that clients can expect under normal circumstances. Progress on this element has a direct impact on applicants and recipients and is an important part of the Government Action Plan to Reform the Administration of Grant and Contribution Programs.

Almost all departments have established service standards for their transfer payment programs and make them publicly available on the department or agency website. While most measure performance on an annual basis, a few do not.

Accuracy of financial information

Canadians and parliamentarians expect timely and reliable reporting that provides transparency and accountability for how government spends public funds to achieve results.

Government-wide, the total number of errors identified in the financial information submitted to the Receiver General and the Office of the Comptroller General, for the preparation of the Public Accounts of Canada and the Fiscal Monitor, has declined over the past couple of years. For example, the average number of in-year and year-end post-closing entries for large departments and agencies declined since MAF 2014-15 from 0.95 to 0.57 in MAF 2015-16. For SDAs, this number dropped to 0.35 (from the MAF 2014-15 average of 0.45). Some organizations, however, need to further examine their reporting routines to increase the reliability of the information they provide.

Most Departmental Financial Statements were compliant with the specific reporting requirements for departmental and agency financial statements for the fiscal year ended March 31, 2015.

Values and Ethics

In addition to serving as the terms and conditions of employment, the Values and Ethics Code for the Public Sector and Organizational Codes of Conduct describe the values and ethical practices that guide decision-making and behaviour for public servants at all levels. Organizations have a responsibility for promoting public sector values and expected behaviours by integrating the codes into activities throughout the organization so that the values become living principles.

All organizations assessed employ multi-faceted approaches to informing employees of the Values and Ethics Code and Organizational Code of Conduct. This includes mandatory training for all employees, the establishment of a values and ethics program and taking administrative or disciplinary measures when values have been breached.

Employee Retention, Mobility and Work Culture

The following chart provides an overview of mobility within and outside of large and small departments and agencies.

Figure 06 - Text version

Total Internal Mobility: Large departments and agencies average internal mobility rate of indeterminate employees for promotions, horizontal transfers and downward movement was 5.4, 5.6 and 0.3, respectively. The average internal mobility rate of indeterminate employees in small departments and agencies for promotions, horizontal transfers and downward movement was 4.3, 4.1 and 0.5, respectively.

Total Outflow: For large departments and agencies, the average mobility rate of indeterminate employees for retirements, deployment to other organizations, and other separations was 2.9, 3.8 and 2.2, respectively. For small departments and agencies, the average mobility rate of indeterminate employees for retirements, deployment to other organizations, and other separations was 2.5, 4.0 and 2.8, respectively.

Total Inflow: For large departments and agencies, average mobility rate of indeterminate employees for deployment from another organization and external hires was 3.8 and 3.4, respectively. For small departments and agencies, the average mobility rate of indeterminate employees for deployment from another organization and external hires was 4.4 and 3.1, respectively.

The average departure rate for LDAs, at 8.9% exceeds the hiring rate of 7.2%. The gap is slightly bigger for SDAs with a departure rate of 9.3% and hiring rate of 7.4%. Departures are mainly due to deployments to other organizations and retirements, while hiring rates include deployments from other organizations and external hires.

For large departments, the promotion rate is 5.4% and the rate of lateral transfers is 5.6%. For SDAs the promotion rate is 4.3% and the rate of lateral transfers is 4.1%. Mobility within organizations supports agility in the workforce and enables rapid deployment and access to skills and expertise to respond to emerging needs. Planned mobility in the context of talent management, strategic workforce planning and informed employee career paths is a best practice as it contributes to broadening employees’ perspectives, improving workforce capability and strengthening workforce management practices, while ensuring that the right people are placed in the right job at the right time.

Sick Leave

Figure 07 - Text version

In 2014, the average number of paid certified and paid uncertified sick days per full-time equivalent was 4.2 and 7.3 days for large departments and agencies, respectively. For small departments and agencies, the average number of paid certified and paid uncertified sick days per full-time equivalent was 3.7 and 7.2 days, respectively.

In 2015, average number of paid certified and paid uncertified sick days per full-time equivalent for large departments and agencies was 4.2 and 7.4 days, respectively. For small departments and agencies, the average number of paid certified and paid uncertified sick days per full-time equivalent was 3.7 and 7.1 days, respectively.

The average number of paid sick days has remained stable for both large and small departments and agencies compared with the previous year. SDAs have a slightly lower average of 10.8 days, while the LDA average is 11.6 days.

Vacancy Rate

The number of days key positions remain vacant provides an indication of the effectiveness of succession planning practices in departments and agencies. Across government, the average number of days that key positions remain vacant is high, at 98.8 days.

Employment Equity Representation, Recruitment, Promotion, and Turnover of Designated Groups

The Employment Equity Act requires employers to monitor and, where necessary, enhance the representativeness of its workforce for the four designated groups: women, Aboriginal peoples, persons with disabilities, and visible minorities. Workforce availability (WFA) estimates allow federal organizations to compare the representation of the employment equity designated groups in their organizations with the WFA by designated group in the labour pool from which they can recruit.

For federal public service purposes, WFA is based on the population of Canadian citizens who are active in the workforce and work in those occupations that correspond to the occupations in the public service. The estimates are derived from the 2011 National Household Survey and the 2012 Canadian Survey on Disabilities. As a result of these new figures, the evaluation of the representation of designated groups in departments has changed since last year.

Overall representation and recruitment for women and Aboriginal people exceed their availability in the workforce in over 75% of organizations assessed. The representation of persons with disabilities also exceeds their availability in the workforce in 85% of the organizations assessed. In some departments, however, Aboriginal peoples and persons with disabilities are under-represented.

In almost half of the LDAs assessed, the representation and recruitment of members of the visible minority group are below their availability in the workforce.

Performance Management, Talent Management and Employee Learning

Figure 08 - Text version

In 2014, the average number of years executives have been in their substantive position in large departments/agencies and small departments/agencies was 3.1 and 4.1 years, respectively. In 2015, the average number of years executives have been in their substantive position in large departments/agencies and small departments/agencies was 3.3 and 4.3 years, respectively.

In 2014, the average number of years executives have been at level in large departments/ agencies and small departments/agencies was 4.9 and 5.1 years, respectively. In 2015, the average number of years executives have been at level in large departments/agencies and small departments/agencies was 4.9 and 5.3 years, respectively.

In 2015, the average number of years executives have been in the organization in large departments/agencies and small departments/agencies was 10 and 9.2 years, respectively.

Performance Management helps employees understand their individual contribution to the business objectives of the government. It is a comprehensive approach that includes setting commitments, performance objectives and expected behaviours, assessing results, and providing continuous feedback and coaching. An effective performance management program aligns individual work with departmental and government-wide strategic and operational goals where strong performance is recognized and unsatisfactory performance is addressed promptly.

The Directive on Performance Management, effective April 1, 2014, requires all employees to have documentation setting performance objectives, a learning plan, a mid-year conversation and a completed annual written performance assessment. Successful performance management facilitates the effective delivery of strategic and operational goals.

Overall, implementation of the Directive is progressing well. In large departments, employees with documentation setting performance objectives rose from 89% in 2014-15 to 94% in 2015-16. Eighty-five percent of LDA (87% of SDA) employees have a completed annual written performance assessment.

While most organizations are managing employee performance, greater efforts should be focused towards managing talent government-wide, as only 72% of employees identified to have a talent management plan have one in place. Addressing performance and managing talent in organizations contributes to supporting a skilled, agile and competent workforce.

Time to staff an AS-01 and EX-01

The time to staff measure represents the average number of days elapsed between the day the HR division was contacted to initiate the staffing action to the day the letter of offer was issued for staffing of positions.

Figure 10 - Text version

For large departments and agencies, the average number of days taken to staff indeterminately a vacant position using an internal hiring process at the AS-01 level was 45.6 days.

For large departments and agencies, the average number of days taken to staff indeterminately a vacant position using an internal hiring process at the EX-01 level was 64.8 days.

Across government, there are standard requirements for entry level AS-01 and EX-01 positions (employees occupying positions in the Administrative Services and Executive Group, respectively), making their staffing times more comparable.

The average number of days to staff an AS-01 is 45.6 days and 64.8 days for an EX-01.

Recordkeeping Maturity

Figure 11 - Text version

In 2014, the average current level of recordkeeping maturity for large departments/agencies and small departments/agencies was 59.6 and 57.5 per cent, respectively. In 2015, the average level of maturity for large departments/agencies and small departments/agencies was 75.1 and 72.3 per cent, respectively.

Average percentage of unstructured electronic information resources that were managed in designated corporate repositories for large departments and agencies was 23.7 per cent in 2014 and 11.5 per cent in 2015.

The average percentage of planned disposition for electronic information resources completed in 2014 was 14.5 per cent for large departments and agencies and 21.9 per cent for small departments and agencies. In 2015, the average for large departments and agencies was 16 per cent, and the average for small departments and agencies was 21.6 per cent.

There has been a significant increase in compliance to the Directive, with the 2015-16 level of maturity at 75% for large departments and 72% for small departments compared to 60% (LDAs) and 58% (SDAs) in 2014-15.

Designated Corporate Repositories

Designated corporate repositories support departmental recordkeeping requirements throughout the information life cycle. A repository is a preservation environment for information resources of business value. It includes specified physical or electronic storage space and the associated infrastructure required for its maintenance. Business rules for the management of the information resources captured in a repository (ies) need to be established, and there must be sufficient control for the resources to be authentic, reliable, accessible and usable on a continuing basis.

The Directive on Recordkeeping requires that departments identify, establish, implement and maintain repositories in which information resources of business value are stored or preserved in a physical or electronic storage space. Only 12% of LDA unstructured electronic information resources are maintained in designated corporate repositories.

Planned disposition for paper and electronic information resources

Record disposition is the disposal of records which no longer have operational value, either by permitting their destruction (at the discretion of institutions), by requiring their transfer to Library and Archives Canada, or by agreeing to their alienation from the control of the Government of Canada.

Both large and small departments and agencies results for the completion of planned disposition of paper records declined since fiscal year 2013-14, with 43% completed in 2014-15 for LDAs (compared to 50% in 2013-14); and 34% for SDAs completed in 2014-15 (compared to 64% in 2013-14). While departments are managing their paper information resources, they are struggling with managing information in a digital environment. Consequently, electronic holdings are growing. Only 15% of electronic records were disposed of as planned for LDAs, while 22% was completed for SDAs. Implementation of an enterprise-wide solution (such as GCDOCS) will enable improved recordkeeping maturity and support electronic disposition activities.

IT Program/Service Enablement

The Policy on Acceptable Network and Device Use requires deputy heads to ensure that authorized individuals have open access to the internet including Government of Canada and external Web 2.0 tools and services that enhance productivity, communication and collaboration.

While all organizations have access to GCconnex and GCpedia, fewer have access to Google+ (63%) and YouTube (66%).

Service Performance

Service performance measurement gives an indication of how well IT services are meeting the needs of programs and clients. Below are two service performance indicators for IT covering mean repair times and incident resolution rates. It is the first year that service performance has been looked at as part of the MAF. Consequently, results in this area are expected to improve over the next cycles.

Mean time to repair (MTTR) for workplace technology device related incidents

Organizations should strive for short times to repair workplace technology device related incidents. There is a broad range of mean repair times reported by large departments, ranging from one hour to 284 hours, with an average mean time of 57 hours.

Percentage of incidents resolved by 1^st level support for workplace technology device related incidents

Organizations should strive to have a high percentage of incidents resolved by 1^st level support for workplace technology device related incidents. On average, 50% of such incidents are resolved by 1^st level support.

Percentage of performance indicators that have methodologies developed

Figure 15 - Text version

For large departments and agencies, 4 have 0 to 29 per cent of performance indicators in the organization’s Performance Measurement Framework that have methodologies developed, 3 have 60 to 89 per cent of indicators developed and 30 have 90 to 100 per cent of indicators developed.

For small departments and agencies, 1 has 0 to 29 per cent of performance indicators in the organization’s Performance Measurement Framework that have methodologies developed, while 22 small departments and agencies have 90 to 100 per cent of indicators developed.

Performance indicators are a qualitative or quantitative means of measuring an output or outcome, with the intention of evaluating the performance of an organization, program, policy or initiative in light of expected results over time.

Almost all (96%) of SDAs and most (81%) LDAs have methodologies developed for 90 to 100% of their performance indicators.

Use of performance information to support proposals to Cabinet committees

Figure 16 - Text version

Twenty-three large departments and agencies said “Yes” to using performance information on program efficiency and effectiveness to identify risks; 25 large departments and agencies answered “Yes” to establishing priorities; 25 answered “Yes” to supporting decisions on resource allocation; 13 reported using performance information sometimes, but not consistently. None of the large departments and agencies answered “No, performance information is not used.”

Among LDAs, there is inconsistent and insufficient use of performance information from evaluations, PMFs and performance measurement strategies to support Cabinet proposals.

• 41% report that they always use performance information
• 16% report that they always use some performance information (most often from evaluations only)
• 38% report that in some proposals they use performance information; and
• 5% report that they never or almost never use performance information

Alignment of procurement planning with business plans

Figure 20 - Text version

In both 2014 and 2015, 9 large departments and agencies answered “Yes” to aligning their procurement planning with their business planning activities, while 1 large department/agency answered “No.”

Most departments assessed (nine out of 10) have a procurement governance regime and align their procurement planning with their business planning activities. However four organizations did not complete the procurement plan component of their most recently approved investment plan.

For high risk and complex investments, departments are expected to include detailed descriptions of the procurement strategy that will be used to acquire, maintain and dispose of the asset. The strategy is expected to be in place well in advance of the termination of the service contract. Going forward, TBS will be working with departments to improve this aspect of investment planning.

Reporting on procurement obligations

Figure 21 - Text version

In both 2014 and 2015, 6 large departments and agencies answered “Yes” to reporting in a timely and accurate manner on their procurement obligations, while 4 large departments and agencies answered “No.”

Departments are expected to report on their procurement obligations in a timely and accurate manner. This includes but is not limited to the Procurement Strategy for Aboriginal Business, Comprehensive Land Claim Agreements, Proactive Disclosure and the Purchasing Activity Report.

There continues to be system-wide deficiencies with respect to timely reporting on procurement obligations, particularly with the timely submission of the annual Purchasing Activity Report data.

Contracts over $25K awarded through a competitive bidding process

The Government Contracts Regulations require a competitive approach to soliciting bids before any contract is entered into, with certain exceptions (e.g. contracts under $25K). A best practice is for organizations to have the majority of contracts over $25K awarded through a competitive bidding process.

The MAF 2015-16 average percent of contracts over $25K awarded through competitive bidding remained stable at 84%, the same as for MAF 2014-15 (based on data from the 2014 and 2013 Purchasing Activity Reports^{Footnote 1}).

Low-dollar acquisitions (under $10K) using acquisition cards

The Directive on Acquisition Cards aims to reduce or eliminate costly and burdensome transaction procurement and payment methods such as the use of Receiver General cheques, requisitions and purchase orders. Acquisition cards can reduce and simplify the procurement process while also offering opportunities for savings. Accordingly, departments should strive to use acquisition cards for low-dollar acquisitions (under $10K).

Fifty-eight percent of low dollar acquisitions were carried out using acquisition cards comparable to 57% last year^{Footnote 1}.

Contracts that used mandatory and non-mandatory standing offers

The Treasury Board Contracts Directive prescribes the requirement for the mandatory use of certain standing offers. A standing offer is an offer from a potential supplier to supply goods, services or both, on the pricing basis and under the terms and conditions stated in the standing offer. A best practice is to call up against standing offers, as frequently as possible, given this approach promotes transparent and efficient processes.

Twenty-one percent of contracts made use of mandatory and non-mandatory standing offers compared to 27% last year^{Footnote 1}.

Replacement value of real property assets spent annually (in repair, maintenance and recapitalization) to ensure the integrity of these assets

Figure 23 - Text version

The average replacement value of real property assets spent annually is 2.3 per cent for large departments and agencies. For large departments and agencies, the average for buildings and floor area in the real property portfolio that are rated in critical condition is 1.7 per cent.

For seven of the eight departments assessed, the level of funding on repairs, maintenance and recapitalization related to real property was found to be below the recommended minimum of four percent of the estimated replacement cost of the assets. Methods used by departments to calculate this figure needs to be streamlined to strengthen comparability.

Federal departments and agencies are required to report to the Directory of Federal Real Property (DFRP), which is a central inventory for real property data. The structure condition is one of the reporting fields in the DFRP.  While the structure condition is not a standardized index, a condition rating of poor typically means that some or all asset systems are compromised or show serious signs of deterioration, and the risk of system failure is likely with high operating and maintenance costs and unplanned maintenance and repairs. A classification of poor or critical theoretically implies that an investment of between 10 and 30% (or more for critical condition) of the replacement cost of the asset is needed to bring the asset to good condition.

Buildings and floor area in the organization’s real property portfolio (Crown-owned and leased) rated in poor and critical condition

The average percentage of real property in poor condition is 14% with a broad range observed across the eight departments assessed from 1.0% to 33.1%. The average for properties in critical condition is much lower, at 2.0%.

IT Systems and Applications Security

The Operational Security Standard: Management of Information Technology Security requires departments to continuously manage the security risks to information and IT assets throughout the lifecycle of their programs and services. The formal authorization of applications through which critical services of a department or agency are delivered is a key IT security practice which can mitigate department or agency risk exposure.

The government wide average of mission critical applications currently in operation that have been authorized for production has increased from 52% in 2014-15 to 69% in 2015-16.

Facilities Security Risk Assessments

The Operational Security Standard on Physical Security requires that the external and internal environments of a facility are managed to create conditions that, together with specific physical security controls, reduce the risk of workplace violence, protect against unauthorized access, detect attempted or actual unauthorized access and activate an effective response.

The average for facilities with material residual security deficiencies that have an approved and funded risk mitigation action plan increased to 65% compared to 52% from the previous MAF cycle. However, the average for the assessed department’s or agency’s facilities that have an up-to-date security risk assessment remains low at 53%.

Figure 26 - Text version

For large departments and agencies, an average of 53.4 per cent of facilities have an up-to-date security risk assessment.

Figure 27 - Text version

In the 2014 to 2015 fiscal year, 52.2 per cent of the facilities for large departments and agencies with material residual security deficiencies had an approved and funded (where required) risk-mitigation action plan. For large departments and agencies, in the 2015 to 2016 fiscal year, 65.1 per cent of the facilities with material residual security deficiencies had an approved and funded (where required) risk-mitigation action plan.

Service Standards

The Policy on Service requires that service standards and real-time service delivery performance information for priority services be available to clients on Canada.ca for external services and on internal collaborative tools for internal enterprise services.

A priority service is determined by each department considering one or more of the following: volume (e.g. transactions per year), importance of service to clients (e.g. entitlements, permits, benefits, authorizations, mission-critical services), use of sensitive personal or commercial information, cost-benefit analysis and affordability.

Figure 31 - Text version

On average, 76.4 per cent of large departments’ and agencies’ priority services have service standards.

Figure 32 - Text version

On average, 76 per cent of large departments’ and agencies’ service standard targets for priority services are being met.

This indicator provides information on the extent to which, for priority services, clear expectations have been set for the level of service clients are to receive. On average, 76% of the department’s priority services have service standards. Of those departments that do have service standards, 76% of service standard targets for priority services are being met, which informs service management decision-making.

External services that have real-time performance information published on Canada.ca

On average, 12% of priority external services have real-time performance information published on Canada.ca. Only 2/9 departments assessed have at least some information published on Canada.ca, while 7/9 departments have no real-time performance information published. Departments need to be more rigorous in their efforts to increase the amount of real-time performance information for priority external services available through Canada.ca.

Enterprise services that are e-enabled

Figure 34 - Text version

On average, 64.1 per cent of large departments’ and agencies’ external and internal enterprise services can be completed online.

Departments are expected to annually increase the proportion of services where delivery is fully e-enabled, excluding circumstances where it is prohibited by law or security considerations. Of the 11 departments assessed, on average 41.5% of external and internal enterprise services are e-enabled. In addition, on average, 42.7% of priority services are e-enabled.

Departments are also expected to increase the average proportion of their services that can be completed online, excluding intermediate activities that are not suitable to be completed online. On average, 64% of each external and internal enterprise service can be completed online.