Performance Assurance
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ACTION PLAN IN RESPONSE TO THE FORMATIVE EVALUATION ON CONTRIBUTIONS PROGRAMS
| RECOMMENDATIONS | COMMENTS | ACTIONS | OPI | STATUS |
|---|---|---|---|---|
| 1. The RMAF needs to be refined to ensure sound planning in the design and delivery of the programs, enable strategic program management practices and ensure that it is responsive to the level of risk and complexity of the programs. | TBS provided its support. As RMAF is a "living management tool" adjustments may be pursued through its implementation | 1. Revised RMAF and RBAF accepted by Treasury Board September, 2005
2. Development of data collection tools and reporting template completed (March 2006). 3. Implementation strategy of the data collection tools and reporting template to be initiated May 2006. |
DG CECI | Completed |
| RECOMMENDATIONS | COMMENTS | ACTIONS | OPI | STATUS |
| 2. Establish a timely and effective application review and approval process and enhance the disbursement of approved fund in a manner that supports an effective implementation of programs and services by the recipients of contribution funds. | There are defined and known application and approval processes including timeframe These processes are in line with fiscal year: confirmation of funding depends on approval of respective envelops and transfer of budgets at regional/sectoral levels. Payments are in line with the calendar of payments as per signed agreements. | The timeline for request submission/ review and approval has been clearly communicated to Regions/Sectors and, in turn, they have informed applicants. We have put in place measures to ensure that the EXCOM approval is achieved prior to the beginning of the fiscal year and contribution agreements can be signed as of April 1. No Action proposed. | National Comptroller | |
| RECOMMENDATIONS | COMMENTS | ACTIONS | OPI | STATUS |
| 3. CSC should establish strategies to engage Aboriginal communities and agencies in the provision of services to Aboriginal offenders. | Agree | CSC should work closely with recipient organizations that have been granted funding for building capacity in Aboriginal communities under Section 79 of the Corrections and Conditional Release Act (CCRA), to ensure that there is no duplication of activities and that the achievement of outcomes is shared. The new Strategic Plan for Aboriginal Corrections will address this requirement. | DG Aboriginal Initiatives Branch | |
| RECOMMENDATIONS | COMMENTS | ACTIONS | OPI | STATUS |
| 4. The programs need to expand their reach to ensure the equal access to funding and enhance the call letter as a vehicle for promoting CSC and engaging organizations beyond those approved for funding in the previous years. | Agree | Develop information package to be posted on CSC website on both contribution programs including eligible recipients, required documentation and information; dateline for submission, regional/national contacts-persons. | DG CECI Branch | Spring 2006 |
| RECOMMENDATIONS | COMMENTS | ACTIONS | OPI | STATUS |
| 5. Establish a consultation strategy that fosters program managers regular consultation with Treasury Board to seek guidance on reporting requirements based on the funding levels of the contribution. | Based on recent discussions related to the renewal of the Terms and Conditions of both Programs, CSC contribution Programs must meet TBS Transfer Payment Policy as any other departments. | The Evaluation Branch has been tasked by the Evaluation Committee as the consultation agent between CSC and the Treasury Board in establishing reporting requirements/strategy for Contribution programs and other related programs and initiatives funded by TBS | ACPA | |
| RECOMMENDATIONS | COMMENTS | ACTIONS | OPI | STATUS |
| 6. The NCP and NACP consider establishing a formal strategic alliance and partnership with other federal contribution programs and exchange ideas both on the design and delivery of the programs. | CSC contribution program managers are in regular contact with PSEPC contribution programs representatives and exchange information on available funding programs for recipients. In addition, CSC managers have referred in many instances requestors to other departments for funding.
It should be noted that due to the types of projects/initiatives funded, CSC contribution programs are often the only potential funding programs.
During the course of the development of tools related to the RMAF and RBAF, exchanges of ideas on design and delivery occurred. |
Continue regular contacts On-going | DG CECI Branch | On-going |
| RECOMMENDATIONS | COMMENTS | ACTIONS | OPI | STATUS |
| 7. The Department should better assess the funding need of the Contribution programs in order to allocate appropriate funding level and reduce instances where funds from other envelopes have to be used. | Agree | Align contribution budget with actual utilization of funds over recent years. To be reflected in the upcoming 2006-07 ARLUs | National Comptroller | Completed |