Financial Consumer Agency of Canada
Symbol of the Government of Canada

Financial Consumer Agency of Canada

www.fcac-acfc.gc.ca

 

Business Plan 2011 - 14

[ Table of Contents ]


Section III: Supplementary Information

Introduction

This section provides more detailed information on several of the elements presented in sections I and II.


Table 1: Financial highlights

Actual, forecast and planned spending ($ thousands)

2010–11
Actual spendingFootnote 3

2011–12
Actual spendingFootnote 3

2012–13
Forecasted spending3

2013–14
Planned spendingFootnote 3

Return to footnote 3. Includes expected cost adjustments to salaries and benefits for cost of living increases.

Return to footnote 4. FCAC received without-cost audit services from the Office of the Auditor General of Canada for its audit of FCAC's annual financial statements in fiscal years 2010-11 and 2011-12. This item is not included in the spending figures. The actual cost of these services was $70,000 for fiscal year 2010–11 and $104,000 (including work performed on the International Financial reporting Standards adjustments for the opening balance sheet and comparative figures)for fiscal year 2011–12.In 2012-13, the audit of FCAC's annual financial statements will be performed by an external firm. The cost of the audit for 2012-13 is included in Other Operating Costs.

FCAC's forecast and planned spending includes $2 million in funding from the Government of Canada per fiscal year for the Financial Literacy program

Salaries and benefits 6,661 7,573 8,282 9,703
Development and training 75 88 127 100
Travel, hospitality expenses 151 202 234 176
Operating costs
(office equipment, printing, translation, surveys, call centre, outreach initiatives, marketing campaigns, etc.)		 3,449 2,504 2,594 2,071
Information management/information technology 590 704 1,345 1,400
Facilities
(lease, maintenance, amortization)		 658 1,028 1,004 1,009
Total program expenditures 11,584 12,099 13,586 14,459
Interest costs 46 54 56 65
Total actual/Forecasted/planned spendingFootnote 4 11,630 12,153 13,642 14,524

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Table 2: Green procurement

Green procurement
Area of performance Performance measure Target
Training for procurement and materiel management staff and acquisition cardholders Percentage of procurement and material management employees and acquisition cardholders with formal green procurement training (e.g. online Green Procurement Course C215 of the Canada School of Public Service) 100%
by end of fiscal year 2012-13
Management processes and controls Contracting documents will be reviewed to include a clause addressing environmental considerations in the performance of the work required Completion by March 31, 2013
Internal policies on procurement and materiel management will be reviewed and updated to integrate environmental considerations Completion by March 31, 2013
Performance evaluations Environmental considerations will be included in the performance evaluations of the Manager, Administrative Services and the procurement functional specialists 100%
as of April 1, 2011
Use of green consolidated procurement instruments for goods and services Commercial publication and flat prints 100%
Office furniture 100%

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Table 3: Green Government Operations

Although FCAC is not subject to the Federal Sustainable Development StrategyFootnote 5, it opted to voluntarily participate to two of the targets set in the Greening Government Operations section of the Strategy.

a) Surplus electronic and electrical equipment

Target set in the Government of Canada's Federal Sustainable Development Strategy:

By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner

Green Government Operations
Performance measure Target
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of any given fiscal year 2011–12 100%
2012–13 100%
2013–14 100%

Current status/comments:

  • FCAC currently follows the Government of Canada's policies, directives and guidelines for the disposal of all surplus electronic and electric materiel. The surplus is re-used through the available programs (e.g. Computers for Schools, Crown Assets Distribution).

  • FCAC has only one departmental location.

Strategies:

  • FCAC will continue to dispose of its surplus electronic and electric material for re-use through the available programs

b) Printing unit reduction target

Target set in the Government of Canada's Federal Sustainable Development Strategy:
By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations and space configuration allow.

Printing unit reduction target
Performance measure Target
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow 2011–12 8:1
2012–13 8:1
2013–14 8:1

Current status/comments:

  • FCAC has a ratio of 8:1 of office employees to printing units, as of January 31, 2013.

  • A printing unit is defined as a desktop printer or network printer/multifunctional device (printer, fax or scanner).

  • Office employees includes indeterminate, determinate, term, casual and student employees.

  • FCAC has a total number of 9 printer units and 75 office employees.

Strategies:

  • FCAC will monitor purchase requests for new printer units to control their impact on its average ratio.

Return to footnote 5. For further information about the Federal Sustainable Development Strategy, see http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=F93CD795–1

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Table 4: Planned internal audits and evaluations

Planned internal audits and evaluations
Name Type Subject area Status Expected completion date
Financial Literacy sub-program Evaluation Formative evaluation of the sub-program Planned for 2011–12 June 30, 2012
Follow-up Staffing Audit Audit engagement Staffing policies, procedures and processes Planned for 2013–14 March 31, 2014

For reports of past reviews and audits, visit the FCAC Web site.

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Table 5: Loans, investments and advances

FCAC's operations are funded mainly through industry assessments. By December 31 of each year, the Commissioner must determine the total expenses incurred by the Agency during the preceding fiscal year for, or in connection with, the administration of the Financial Consumer Agency of Canada Act and the consumer provisions. The Commissioner then assesses each federally regulated financial entity a portion of these expenses, as determined by regulation. Interim assessments are also possible. An assessment is considered to be a debt due to Her Majesty and is payable immediately, with interest on any unpaid amount.

To temporarily fund expenses until institutions are assessed, before March 31 of each year, the Agency must seek Ministerial authority to borrow from the Consolidated Revenue Fund, for the next fiscal year, up to a predetermined limit; it is expected that $10 million will be sufficient for 2011–12, 2012–13 and 2013–14. Since 2002–03, advances against the predetermined limit have not exceeded $7 million per fiscal year. The authority to borrow from the Consolidated Revenue Fund is granted under section 13 of the Financial Consumer Agency of Canada Act. The Agency pays interest on the funds borrowed.

In addition, the federal government's 2008 budget provided ongoing funding of $2 million per fiscal year for a specific government priority to support efforts to improve financial literacy in Canada.

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Table 6: Summary of capital spending by program and sub-program ($ thousands)

Summary of capital spending by program activity and sub-activity ($ thousands)
Program Actual spending 2011–12 Forecasted spending 2012–13 Planned spending 2013–14
Compliance supervision and enforcement 0 0 0

Consumer information and development of
financial skills

  • Consumer Education Program

  • Financial Literacy Program

0
0

168
4

140
0
Internal services 430 4 175
Total 430 176 315


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Appendix 1: Detailed activity plan related to Strategic Priority 1

Use our risk-based approach to effectively supervise the market conduct of FRFEs
Strategic Priority 1: Use our risk-based approach to effectively supervise the market conduct of FRFEs
Activity type Key ongoing activities Key outputs
Ongoing
  • Monitor, record, review and/or investigate compliance matters reported through consumer complaints or other sources

  • Undertake industry review(s) as required

  • Undertake on-site examination of large FRFEs to address key compliance issues

  • Promote better compliance among FRFEs, with a specific emphasis on those with systemic compliance issues through the use of appropriate compliance actions

  • Undertake annual FCAC compliance examination

  • Undertake FRFE-specific or industry-wide examinations

  • Perform trend analysis of consumer contact data and FRFEs' self-reported data

  • Participate in government discussions related to key policy issues and support the government's ongoing improvements to the federal regulatory framework

  • Integrate new legislative and regulatory requirements into the Compliance and Enforcement Branch's systems and supervisory procedures

  • Inform FCAC and call centre employees of new or modified legislation and regulations

  • Director, Compliance and Enforcement to make annual visits to regulated entities

  • Provide guidance to the industry on compliance matters
  • Identification and assessment of compliance matters

  • Investigation / examination / industry review reports

  • Enforcement actions to address compliance issues identified

  • Trend analysis and statistical reports

  • Reports to Minister

  • Government and other organizations are informed of consumer marketplace issues, FCAC's activities and the Commissioner's perspective on key issues

  • Participation in government policy initiatives, particularly when matters affecting consumer are present

  • Up-to-date systems and supervisory procedures to support an effective monitoring of new legislation and regulations

  • Relevant and up-to-date information for the industry on the FCAC website

  • Knowledgeable FCAC and call centre employees about new or modified government legislative and regulatory initiatives

  • Reinforced presence of the Compliance and Enforcement Branch with the regulated entities

  • Commissioner's Guidance and/or other information resources are developed for industry to promote greater clarity and improved FRFE compliance
New 2011–12
  • Undertake first review of Risk Assessment Model (RAM) output and make any adjustments needed

  • Monitor the implementation of new or modified legislation / regulations by regulated entities

  • Review the implementation of clear and simple language principles by regulated entities (Phase 1)
  • Complete, accurate and up-to-date RAM database and reports

  • Relevant and adjusted (if required) RAM assessment criteria

  • New or modified legislation and regulations are implemented by regulated entities

  • Assessment of current practices regarding the implementation of clear and simple language principles
New 2012–13
  • Review of RAM output and make any adjustments needed

  • Undertake the automation of RAM tool and other data collection and communication processes of the Compliance and Enforcement Branch

  • Monitor the implementation of new or modified legislation and regulations by regulated entities

  • Review the implementation of clear and simple language principles by regulated entities (Policies and Procedures Review)
  • Complete, accurate and up-to-date RAM database and reports

  • Adapted processes to facilitate their automation

  • Consultation with the industry on an automated communication process

  • Relevant and adjusted (if required) RAM assessment criteria

  • New or modified legislation or regulations are implemented by regulated entities

  • Assessment of current practices regarding the implementation of clear and simple language principles by FRFIs into policies and procedures
New 2013–14
  • Review of RAM output and make any adjustments needed

  • Monitor the implementation of new or modified legislation and regulations by regulated entities

  • Stemming from the findings 2012-2013 clear language review, work with FRFIs to promote a fulsome integration of clear language principles into policies, procedures and processes for developing consumer disclosure documentation
  • Complete, accurate and up-to-date RAM database and reports

  • Relevant and adjusted (if required) RAM assessment criteria

  • New or modified legislation and regulations are implemented by regulated entities

  • FRFIs' policies, procedures and processes for developing consumer disclosure documentation fully reflect the key clear language principles set out in the Commissioner's Guidance (CG – 3)

New resources allocated to ongoing and new activities related to Strategic Priority 1:

Three new FTEs were added to support the implementation of the expanded mandate one in each fiscal year 2010-11, 2011-12, and 2012-13. Two additional FTEs are planned in 2013-14. This links to "Staff competencies" risk.

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Appendix 2: Detailed activity plan related to Strategic Sub-Priority 2a)

Sub-Strategic priority 2a
Strategic sub-priority 2a): Update and expand the financial literacy program to target additional specific/selected segments of Canadian consumers
Activity type Key activities Key outputs
Ongoing
  • Promote The City through provincial/territorial teacher champions

  • Promote young adult (Financial Basics) resource

  • Monitor feedback on FCAC's educational resource materials

  • Review and update The City to ensure it continues to be current and relevant

  • Review and update Your Financial Toolkit to ensure it continues to be current and relevant

  • Review and update Financial Basics to ensure it continues to be current and relevant

  • Produce and disseminate Financial Literacy newsletter

  • Apply clear language and presentation principles to all new educational resources

  • With appropriate partners, share and enhance framework for evaluating financial literacy projects

  • Work with the Canadian Co-operative Association and Artic Co-operatives Limited to identify Aboriginal communities and provide them with financial literacy training

  • Promote and support Financial Literacy Month initiatives
  • Increased student and teacher participation in The City

  • Increased capacity of financial educators through participation in the train-the-trainer initiative

  • Increased number of post-secondary institutions ordering the Financial Basics resource.

  • Feedback is sought and comments are addressed, if warranted, to ensure that The City resource is current and relevant

  • Comprehensive printed and electronic adult financial education program, including interactive tools

  • Feedback is sought and comments are addressed, if warranted, to ensure that the Financial Basics resource is current and relevant

  • Biannual Financial Literacy newsletter

  • Resources are written using FCAC's clear language and presentation principles

  • Sharing of best practices for evaluating financial literacy projects

  • Delivery of financial literacy training to Aboriginal communities

  • Financial literacy month is promoted and a calendar of activities is populated for November 2013

  • Expansion of key community-based organizations network for the training of youth and youth at risk on financial literacy
New 2011–12
  • Prepare and co-host financial literacy conference with OECD

  • Plan the promotion and communication of Your Financial Toolkit launch
  • Financial Literacy conference on May 26–27, 2011 in Toronto

  • Marketing, outreach and communication plans for the adult education resource
New 2012–13
  • Develop, if warranted, a financial education program for younger audiences (under the age of 15), in print and electronic formats, following research and identification of gaps, if any

  • Develop train-the-trainer for adult resource
  • New print- and Web-based financial literacy resource for children

  • Train-the-trainer material for the adult education resource
New 2013–14
  • Develop, if warranted, financial education program for newcomers, in print and electronic formats following research and identification of gaps, if any

  • In coordination with a third party, plan the promotion and communication of children's education resource

  • Develop e-learning resource for alternative learning (audio and visual)

  • Plan for upcoming conference in November 2014 (logistics, content, agenda, etc.)

On the approval of funding related to Bill C-28, we will undertake the following:

  • Develop and implement a Web Portal for Financial Literacy programs
  • Print- and Web-based financial education resource for newcomers

  • Joint communication plan with third party to raise awareness of children's education resource once it becomes accessible via FCAC's website

  • An e-learning program is developed and available by March 2014

  • Conference project plan and draft agenda is developed by March 2014

  • A Web Portal for Financial Literacy is developed and available
New resources allocated to ongoing and new activities related to strategic sub-priority 2a:

No new financial resources are allocated for fiscal years 2011–14 since the amount remains at $2 million for fiscal years 2011–12, 2012–13 and 2013–14 when compared to fiscal year 2010–11. An additional 0.5 FTE was added in 2011–12 to support the program, which will be achieved by reallocation of funds within the $2 million budget related to appropriations. This links to "Staff competencies" risk.

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Appendix 3: Detailed activity plan related to Strategic Sub-Priority 2b)

Sub-Strategic priority 2b
Strategic sub-priority 2b): Update and expand the consumer education program to ensure resources are current and relevant to the needs of financial consumers
Activity type Key activities Key outputs
Ongoing
  • Review and update consumer information resources for print and the Web, as appropriate, to provide consumers with current, relevant information

  • Assess developments in the financial services marketplace and regulatory environment to identify related information needs of consumers

  • Apply clear language and presentation principles to all new information resources, and continue to apply principles to current publications as they are updated

  • Provide subject matter expertise to Consumer Contact Centre and correspondence team

  • Consult with key stakeholders on development of information materials

  • Analyze consumer feedback on information materials and other sources of insight into consumer issues (e.g. FCAC's Advisory Committee, consumer research reports, etc.)
  • Information in credit card selector tool updated at least semi-annually

  • Information for banking package and savings account selector tools updated at least annually

  • Consumer information on new regulations developed as required

  • Information materials updated or developed to address key consumer issues arising from marketplace developments, as appropriate

  • Subject matter expertise provided to Consumer Contact Centre to address inquiries as necessary
New 2011–12
  • Develop financial information relating to life events for publication on FCAC's website

  • Update consumer information material on credit reports and credit scores
  • Financial information relating to selected life events available to consumers on FCAC website

  • Print and Web resources on credit reports and credit scores updated as appropriate
New 2012–13
  • Expand information resources to help consumers manage debt

  • Review and update information materials on payment options

  • Identify gaps and develop information material on additional topics (e.g., financial planning and taxes)

  • Develop an action plan to increase consumer awareness of their rights and responsibilities
  • Additional information resources on debt management available to consumers

  • Updated information on payment options for consumers

  • Information material developed or expanded on topics where gaps are identified

  • An action plan to increase consumer awareness of their rights and responsibilities is developed
New 2013–14
  • Update or expand information material and tools on existing life events, and assess potential need for additional events

  • Update information materials on credit cards and banking

  • Promote and raise awareness of the Financial Goal Planner interactive tool

  • Enhance existing interactive tools and ensure they are accessible

  • Develop, in cooperation with stakeholders, consumer education material to address vulnerable consumers, including the issue of elder financial abuse
  • Information on existing life events updated, and potential new life events identified for development

  • Information materials on credit cards and banking updated or revised

  • Marketing, outreach and communication plan for Financial Goal Planner interactive tool

  • Interactive tools are accessible

  • Consumer education material destined to seniors

New resources allocated to ongoing and new activities related to Strategic Sub-priority 2b):

  • Starting in 2011–12, 0.5 additional FTE is expected to be required to support the implementation of the expanded mandate. This links to "Staff competencies" risk.

  • In fiscal years, 2012-13 and 2013-14, we will invest $170,000 and $140,000 respectively to develop tools and materials We will also add one FTE in 2013-14.

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Appendix 4: Detailed activity plan related to Strategic Priority 3

Identify, monitor and evaluate trends and emerging issues related to financial consumers
Strategic Priority 3: Identify, monitor and evaluate trends and emerging issues related to financial consumers
Activity type Key activities Key outputs
Ongoing
  • Collecting, researching and analyzing data and information about household debt

  • Monitoring and evaluating new market trends and emerging issues that could impact consumer of financial products and services

  • Developing or enhancing data

  • Supporting the External Stakeholder Advisory Committee

  • Supporting and coordinating the Governing Council of the International Financial Consumer Protection Network (FinCoNet)
  • Characteristics of most vulnerable households to enable FCAC to better tailor its financial literacy and education programs to the needs of specific segments of the population

  • Implications of new financial trends for consumers and recommendations for policy action to protect them, as needed

  • Databases to support research projects

  • Secretarial support to the External Stakeholder Advisory Committee

  • FinCoNet's work program and input/coordination of FinCoNet's research activities
New
2011–12
  • Undertaking a wide consultation to gather input from stakeholders and partners which will inform the development of a 2012-14 FCAC research plan

  • Collecting, researching and analyzing data and information about cashless and mobile payments, considering the scope of work from the Payment System Review Task Force

  • Collecting and researching available resources on retirement planning and saving

  • Undertaking a survey to measure progress in consumers' awareness of their financial rights and responsibilities
  • Research plan 2012-14, considering the input provided by stakeholders and partners

  • Implications for financial consumers are identified and policy recommendations for consumer protection are developed, as appropriate

  • Inventory of existing researches for purpose of filling gaps and consolidating relevant information on retirement planning and saving

  • Survey results related to consumers' awareness of targeted rights and responsibilities
New
2012–13
  • Undertaking research projects as identified in FCAC's 2012-14 research plan
  • Research report on the available financial education resources for younger audiences (under the age of 15), and identification of gaps, if any

  • Other research reports and recommendations for policy action and /or development of financial education material, as identified
New
2013–14
  • Continue to undertake research projects on relevant topics, in support of FCAC programs, priorities, and stakeholders
  • A gap analysis of financial education program for new comers is produced

  • By March 31, 2014, a research report on the cost savings generated by an improvement in FL for Canadian households is published

  • Other research reports and recommendations for policy action and/or development of financial education material, as identified

New resources allocated to ongoing and new activities related to Strategic Priority 3:

  • During fiscal year 2010–11, four new FTEs were added to support the implementation of the expanded mandate. Two new FTEs were required during 2011–12 to support the implementation of the expanded mandate. This links to "Staff competencies" risk.

  • In 2011-12, we invested $137,000 to undertake research or purchase research material.

  • In 2012-13, we invested $130,000 to undertake research or purchase research material.

  • In 2013-14, we will invest $190,000 to undertake research or purchase research material.

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Appendix 5: Detailed activity plan related to Strategic Priority 4

Leverage existing partnerships and initiatives and create new ones to help achieve and raise awareness about the FCAC's mandate
Strategic Priority 4: Leverage existing partnerships and initiatives and create new ones to help achieve and raise awareness about the FCAC's mandate
Activity type Key activities Key outputs
Ongoing
  • Produce and disseminate communications products such as byline articles, letters to the editor, press releases, feature stories, success stories and annual report

  • Develop and implement communication plans for FCAC initiatives, as appropriate

  • Produce MP/Senator Householder Kit

  • Proactively produce media pitches

  • Monitor media

  • Make use of opportunities for unpaid media publicity

  • Develop print and Web advertising and direct marketing initiatives

  • Develop promotional items for distribution at events and exhibitions

  • Continue to heighten visibility and awareness of the Agency by promoting it to current and potential partners

  • Participate in consumer exhibitions

  • Participate in speaking engagements

  • Participate in networking sessions and outreach opportunities

  • Produce and disseminate outreach newsletters
  • Increased FCAC visibility and increased consumer awareness

  • Communication plans and related communications products

  • Annual Report to Parliament

  • Promotional items for distribution

  • Financial consumers across the country can easily access FCAC's information, publications and tools
New 2011–12
  • Develop a presence on contemporary channels such as social media

  • Redesign FCAC's intranet to include new visual identifiers

  • Revamp the Media Page on FCAC's website

  • Introduce and promote a "Question of the Month" Web page

  • Implement the action plan set for the 2010–11 Correspondence Audit Review
  • 3 social network pages applications

  • Updated intranet design

  • Up-to-date, relevant and enticing Media Page

  • New "Question of Month" Web page as a promotional tool

  • Integration of items set in the action plan
New 2012–13
  • Advertise FCAC on television

  • Develop a corporate video

  • Following the results of the Right and Responsibilities Survey (2011), develop a communication plan to address key findings in the survey results
  • Increased FCAC visibility and increased consumer awareness
New 2013–14
  • Implement communication plan related to 2011 Rights and Responsibilities Survey

New resources allocated to ongoing and new activities related to Strategic Priority 4:

  • In 2011-12, we invested approximately $135,000 to undertake promotional and marketing initiatives.

  • In 2012-13, we will invest $240,000 to undertake promotional and marketing initiatives.

  • In 2013–14, we will invest $80,000 to undertake promotional and marketing initiatives.

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Appendix 6: Detailed activity plan related to Strategic Foundation

Support the delivery of programs and FCAC's compliance with the Government of Canada's policies and Management Accountability Framework
Strategic Foundation: Support the delivery of programs and FCAC's compliance with the Government of Canada's policies and Management Accountability Framework
Activity type Area of management Key activities Key outputs
Ongoing Governance, strategic direction and risk management
  • Coordinate the corporate integrated planning process

  • Update the Agency's risk profile and link the findings to the planning process and internal audit plan
  • Corporate plans are developed and updated, and an integrated planning process is in place

  • Management and employee goals and objectives are compatible with the Agency's objectives and planned activities

  • Corporate risks are identified and managed

  • Strategic plan and business plan are aligned

  • A human resources staffing plan is in place
People, public service values, learning, innovation and change management
  • Use competency-based recruitment and flexible human resources management practices

  • Review/update staff orientation program and provide appropriate training

  • Update and develop human resources related policies, procedures and processes to meet Government requirements

  • Hold staff meetings and retreats to share information on key issues

  • Implement training to ensure that FCAC staff maintain high competency levels

  • Implement human resources backup plan and related training/coaching plan that consider changes in the organizational environment

  • Continue to undertake construction and/or leasehold improvements to accommodate new staff due to FCAC's expanded mandate

  • Optimize search engine for the Web

  • Enhance and maintain FCAC's interactive Web tool applications
  • FCAC has a skilled, knowledgeable and motivated workforce

  • The staff orientation program is in place and maintained

  • Human resources policies, processes and procedures are documented, maintained and in place

  • Summary of discussions and activities, as appropriate

  • Training and development plans are in place

  • Career development and training show progress against objectives

  • High-quality accommodation, facilities and work tools are in place

  • Interactive tool applications for the Web
Policy and programs and citizen-focused service
  • Update or develop documentation of policies, processes and procedures, adopting a risk-based approach

  • Update or modify systems and evaluate new technologies and software, as appropriate, to meet the needs of our employees, stakeholders and partners and to monitor the effectiveness of our programs

  • Update the network monitoring tools that cover the network, including the Web server to ensure high level of service availability
  • Corporate policies, processes and procedures are documented and in place

  • Updates/enhancements are implemented and appropriate new software and systems are in place

  • Updated network monitoring tools are in place
Stewardship
  • Perform reviews and audits in accordance with the multi-year internal audit plan

  • Continue to implement the Policy on Internal Control action plan

  • Update business impact analysis and Business Continuity plan, as appropriate

  • Update and implement Departmental Security Plan

  • Update emergency planning system and material and provide training to staff

  • Review fulfillment of obligations under memoranda of understanding

  • Review and assess FCAC against TBS Management Information Technology Security (MITS) requirements

  • Assess document repository methods and tools, and update or revamp them to ensure optimal retention and documentation of corporate knowledge

  • Implement information technology infrastructure library (ITIL) action plan adapted to FCAC needs

  • Review and update the investment plan as per TBS Investment Planning and Project Management Policies
  • A risk-based internal audit program is in place; audit and/or review reports are available

  • Action plan completed as per timelines

  • A tested business continuity plan and emergency system is in place

  • Departmental Security Plan in place

  • Emergency system is in place and awareness sessions are completed

  • The Agency's memoranda of understanding for financial services, internal audit services, human resources, research services are supported by regular reviews

  • MITS assessment and action plan is updated as appropriate

  • Updated documents repository tools are available

  • Documented processes as per the ITIL framework are adapted to FCAC needs

  • Updated investment plan
Results and performance and accountability
  • Produce statistical and performance measurement reports to meet the needs of internal and external clients, as appropriate

  • Review and update the performance measurement framework (MRRS) for all programs

  • Ensure that current systems capture pertinent data and produce statistical and performance measurement reports to meet the needs of internal and external clients, as appropriate

  • Review branches' and staff's goal commitments forms, activity plans and performance framework to ensure alignment with FCAC's strategic priorities and expected results
  • Completed statistical and performance reports.

  • Performance measurement framework (MRRS) is in place

  • Programs data in place; desired reports completed

  • Branches' activity plans are aligned with the Agency's strategic priorities and expected results are in place

  • Staff goal commitments and measurement criteria are in place
New 2011–12 Governance, strategic direction and risk management
  • Revamp corporate risk framework and tools to improve update process
  • Improved process and tools, as appropriate
People, public service values, learning, innovation and change management
  • Support the activities to join the Tri-Agency Data System (TDS) following exploratory study for FCAC external information needs

  • Participate in the 2011 Public Service Employee Survey and analyze the results

  • Review Intranet structure and revamp using appropriate tools (e.g. SharePoint Foundation 2010)

  • Update Server Evergreen Migration to Windows 2008/Exchange 2007
  • Quad Agency Data System (QDS)

  • Survey results analysis and action plan, if appropriate

  • Intranet updated

  • Migration plan
Risk management and stewardship
  • Undertake activities in the Departmental Security Plan to mitigate the highest identified risks and/or to address any missing required elements

  • Continue to undertake/implement information technology infrastructure library (ITIL) action plan adapted to FCAC needs

  • Complete implementation of the action plan related to TBS Policy on Internal Control (PIC): Entity level control assessment

  • Develop and test the business transaction processes with respect to internal control over financial reporting related to PIC

  • Assess TBS Investment Planning and Project Management Policies

  • Develop investment and project plan as per the TBS Investment Planning and Project Management Policies
  • Completed security plan

  • Completed ITIL action plan

  • PIC action plan completed

  • Business transactions processes are documented and tested: action plan developed to address gaps

  • Action plan related to Investment Planning and Project Management Policies

  • Investment and project plan developed
Results and performance and accountability
  • Develop performance measurement strategies (Results-based Management Accountability Framework—RMAF) for the Financial Literacy program

  • Undertake formative evaluation of the Financial Literacy program
  • Performance measurement strategies (RMAF) completed
New 2012–13 People, public service values, learning, innovation and change management
  • Update or modify and implement new technologies and software to leverage streamlining and/or automation opportunities identified in the information modeling and/or business processes mapping exercises

  • ServiceDesk implementation aligned with ITIL V3 (dependent on business processes mapping)
  • Updated and/or new technologies and software

  • ServiceDesk aligned with ITIL V3
Results and performance and accountability
  • Develop performance measurement strategies (RMAF) for remaining program and sub- program (Compliance and Enforcement and Consumer Education)

  • Develop a performance measurement framework (MRRS) for Research and Internal Services, as appropriate

  • Review and update assessment methodology for FRFEs

  • Continue to undertake formative evaluation of the Financial Literacy program

  • Implement risk-based monitoring action plan related to PIC
  • Performance measurement strategies (RMAF) completed

  • Performance measurement framework for Research and Internal Services

  • Consultation paper

  • Evaluation report completed

  • Action plan developed and actions completed
New 2013–14 People, public service values, learning, innovation and change
  • Continue to update/modify and implement new technologies and software to leverage streamlining and/or automation opportunities identified in the information modeling and/or business processes mapping exercises

  • Continue to implement ServiceDesk implementation aligned with ITIL V3 (dependent on business processes mapping)

  • Implementation of a web content management system (WCMS) and migration of existing website onto the new platform

  • Update applications to be compliant with TBS accessibility standards

  • Requirements and strategy for case and correspondence management, and mobile accessibility

  • Review and implement the staffing monitoring framework

  • Implement the Public Service Employee Survey (PSES) action plan

  • Develop and implement training management framework and monitor its implementation

  • Undertake, in collaboration with third-party human resources service provider, a comprehensive review of staff data to ensure its accuracy and completeness
  • Updated and/or new technologies and software

  • ServiceDesk aligned with ITIL V3

  • Functional desktop and laptop computers that suit the needs of users

  • Compliance with TBS' accessibility standards

  • Streamlined authoring process

  • Business requirements analysis will be completed

  • Staffing monitoring in place and compliance reports produced

  • PSES action plan implemented as per timelines

  • Training framework in place

  • Staff data is accurate and complete
Results and performance and accountability
  • Updated and revamp the performance measurement framework (MRRS) for all programs as per TB Policy
  • Updated MRRS
Stewardship
  • Review and streamline the file plan structure to facilitate/enhance records storage and management

  • Implement Cost Allocation Methodology following stakeholder consultation

  • In collaboration with third party financial service provider, participate in the Enterprise Planning Resource (ERP) project
  • File plan streamlined

  • Cost allocation methology in place

  • ERP project plan

New resources allocated to ongoing and new activities related to the Strategic Foundation:

  • In fiscal year 2011–12, we invested about $577,000 in leasehold improvements and to purchase equipment in order to effectively accommodate FCAC's new staff.

  • In fiscal year 2011–12 we invested $125,000 to undertake information model and business processes. The critical importance of reviewing information model and business processes feeds into Research's role of supporting the programs.

  • In fiscal year 2011-12, one new FTE was added to support the Agency in its Information technology transformation to ensure that the Agencies current and future needs, including those related to the expanded mandate are and continue to be met. This links to “Staff competencies” risk.

  • In fiscal year 2012-13, two new FTEs were approved to support the Agency's expanded mandate in addition to the new legislative and policy obligations the Agency must meet. This links to “Staff competencies” risk.

[ Table of Contents ]


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Date Modified:
2013-05-15