| No. | Project Name | Board | Alignment to Strategic Outcomes |
Rationale | Scope & Objectives | Required Resources | Risk Rating | Priority Rating | |
|---|---|---|---|---|---|---|---|---|---|
| PM | $’000 | L/M/H | L/M/H *man-dated | ||||||
| 31. | Financial Audits | IS | Integration and Enabling Services contribute to achieving departmental strategic objectives | The Deputy Minister has made improvement of financial management at Environment Canada a priority, and an action plan was developed in 2008-2009 in response to the Financial Readiness Assessment. In addition, various challenges with financial management and controls in the Department were noted by the 2009-2010 AE Risk Assessment and management consultations. | The objective of this project is to conduct various financial audit activities to provide assurance
that the implementation of the action plan to improve financial management in the Department is producing the expected results. This project will address the following core management controls: Stewardship (ST-5, ST-6, ST-7, ST-10, ST-11, ST-12). |
H | H* | ||
| 32. | Departmental Resources and Capacity | All | Departmental Resources and Capacity was identified as a risk in 2008-2009 and 2009-2010 AEB risk assessment; specifically risks were highlighted that relate to the Department being unable to meet its mandate given its budget and growing public expectations. In addition, Departmental Resources and Capacity was identified as Departmental weakness in Strategic Review and alignment of resources (finance human and capital) was identified as a corporate risk in the 2008 corporate risk profile. | The objective of this project will be to assess the efficiency, effectiveness and economy of the
implementation of the results and action plan from the Strategic Review. This project will address the following core management controls: People (PPL-1, PPL-4, PPL-7), Policy and Programs (PP-1), Citizen-focused Service (CFS-3), Risk Management (RM-5, RM-7), and Stewardship (ST-1, ST-4). |
H | M | |||
| 33. | Vehicle Scrappage (joint audit-evaluation – collaborative approach) | EP | Canadians and their environment are protected from the effects of pollution and waste | The “Retire Your Ride” program will provide $92 million to fund vehicle scrappage until
March 31, 2011. The Vehicle Scrappage Program is complex as it is related to multiple federal frameworks. As such, Environment Canada’s
financial resources may not be aligned with its strategic goals. In addition, the program has legislative and compliance requirements and interdependencies with other government departments and provinces. |
The objective of this project is to assess the controls in place to achieve the objectives of
the Vehicle Scrappage Program. This project will be conducted as a joint audit-evaluation. This project will address the following core management controls: Governance and Strategic Directions (G-2), Policy and Programs (PP-2), and Results and Performance (RP-3). |
H | M | ||
| 34. | Migratory Birds | ES | Canada's natural capital is restored, conserved, and enhanced | No recent audits or evaluations of the program. Program has undergone recent changes to simplify the program structure. Program has a high degree of complexity and decentralized operations. There is high degree of compliance requirements and legal obligations under the Canada Wildlife Act (CWA), the Migratory Birds Convention Act, 1994 (MBCA 1994), the Species at Risk Act (SARA), the Canadian Environmental Protection Act, 1999 (CEPA 1999) and the Wild Animal and Plant Protection and Regulation of International and Interprovincial Trade Act (WAPPRIITA). The program requires a high degree of specialized knowledge for maintaining effective operations, as well as a high degree of dependencies on external parties, including provinces and territories, to ensure successful operations. Program subject to several risks including: failure of third parties on which EC relies to deliver the program; non-compliance with legislative requirements may lead to legal liabilities; maintaining a sufficient and representative workforce with appropriate experience and skill-mix; knowledge capital, risk associated with loss or failure to manage information including intellectual, property, organizational or operational information; and decentralization of operations can expose an entity to failures in business process. |
The objective of this project is to assess the performance economy, efficiency and effectiveness of
the program in meeting its objectives. This project will address the following core management controls: Policy and Programs (PP-1, PP-2, PP-3). |
H | M | ||
| 35. | Vehicles and Engines | EP | Canadians and their environment are protected from the effects of pollution and waste | There has been limited audit and evaluation projects for this program. There has been many recent changes in the external environment for this program (increasing number of imports from Asian markets), which puts pressure on internal resources. The program is quite complex and related to multiple federal frameworks (CARA, Regulatory Framework for Air Emissions, Turning the Corner) and a high level of interdependence with other programs of federal departments (AAFC, NRCan, TC, NRCan, Industry Canada); and with US EPA standards, programs, work plans. The program is quite unique in that it includes economic, as well as environmental and health impacts and involves multiple stakeholders (OGD, industry associations. The program is also unique in that it is entirely regulatory (under CEPA) and there is high degree of compliance with regulations. Knowledge of regulations of emerging markets limited. Risks for the program have been confirmed by the 2008-2009 Evaluation of the Regulation of Smog-causing Emissions from the Transportation Sector. |
The objective of this project will be to assess the economy, efficiency and effectiveness of
management controls for the program. This project will address the following core management controls: Policy and Programs (PP-1, PP-2, PP-3). |
H | M | ||
| 36. | Protected Areas Management | ES | Canada's natural capital is restored, conserved, and enhanced | There has been one formal evaluation of the EC protected areas program in the last 5 years.
A 2008 CESD follow-up was conducted (2001 Audit). EC is currently developing a Protected Areas Strategy. There is a risk for the adequacy and alignment of key resources with program operational priorities, compromising delivering the full scope of mandate. The program has a high degree of complexity, with decentralized operations, planning, coordination and management of national and international activities. There is a high degree of compliance requirements and obligations (Canada Wildlife Act, Migratory Birds Convention Act, Species at Risk Act, and Inuit Impact and Benefit Agreement). A high level of knowledge and dependencies with several organizations and stakeholders – program works closely with PCA & DFO for federal marine protected areas and to protect critical habitat for species at risk; works with INAC, PCA, Government of the NWT and Aboriginal groups on Northwest Territories Protected Areas Strategy, works with Government of Nunavut, Nunavut Tunngavik Incorporated, provinces and territories; NGOs such as Ducks Unlimited Canada and Nature Conservancy of Canada; and also depends on the Conservation Areas Reporting and Tracking System (CARTS). Since the program has so many interdependencies and stakeholders, there is a risk for failures on the part of third parties on which EC relies to deliver the program. |
The objective of this project will be to assess the performance, economy, efficiency and
effectiveness of the program. This project will address the following core management controls: Policy and Programs (PP-1, PP-2, PP-3). |
M | M | ||
| 37. | International Environmental Interests | IS | Integration and Enabling Services contribute to achieving departmental strategic objectives | An International Framework was designed to re-focus the department's international activities and
related costs. The program involves a high number of stakeholders with complex interests and interactions. There is additional complexity from the cross-cutting nature of the program, with international issues at bilateral, regional and/or global scales. High degree of knowledge required - Canada is a signatory to 81 international multilateral and bilateral environmental agreements. There is a risk for compliance and capacity to manage these agreements. High degree of dependencies and stakeholders - DFAIT, CIDA, HC, NRCAN, other countries and organizations, also some shared responsibilities with provinces and territories. The program is subject to several risk including: failures from third parties, since EC relies, depends and collaborates with a high number of partners, from regional to international third parties; maintaining a sufficient and representative workforce; knowledge capital and the failure to manage information, including intellectual, property, organizational or operational information; legal and compliance risks; and risks associated with adequate and effective business processes. |
The objective of this project will be to assess compliance with the International Framework, and
adequacy and effectiveness of risk management, control, and governance processes for the program. Scope of the audit will focus on compliance and management controls for bilateral agreements. Will address core management controls: Policy and Programs (PP-1, PP-2, PP-3); Citizen-Focused Service (CFS-1, CFS-2, CFS-3). |
H | M | ||
| 38. | Financial Audit – Continuous Auditing | IS | Integration and Enabling Services contribute to achieving departmental strategic objectives | Part of an ongoing validation process, to provide management assurance on the implementation of the new CARR (Corporate Accountability and Administration Renewal) strategy, to support continuous improvement of effective financial management in the department. | The objective of this project is to asses the adequacy and effectiveness of controls, processes, systems
and procedures for the new CARR strategy. This project will address the following core management controls: Stewardship (ST-1-22); Learning, Innovation and Change Management (LICM-1, LICM-2, LICM- 3). |
H | H | ||