Archived – Audit of Small Craft Harbours Divestiture Class Grant Program

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Project Number 6B216
Final Report
December 17, 2010

Table of Contents

1.0 EXECUTIVE SUMMARY

1.1 Introduction

The Department of Fisheries and Oceans Canada (DFO) is the custodian of over one thousand small craft harbours, dispersed across five regions in Canada.  Small Craft Harbours (SCH) was created in 1977 when the Fishing and Recreational Harbours Act was adopted that same year.  The Act enables the Minister of DFO to acquire, contribute to, maintain, operate and repair fishing and recreational harbours facilities.  SCH activities are linked to the DFO strategic outcome of Safe and Accessible Waterways.  Following a Program Review in 1995, SCH has undertaken the divestiture of non-core small craft harbours under its responsibility via a program of divestitures and removals.  Recreational, low-activity and derelict fishing harbours were targeted for divestiture in order to direct resources on core fishing harbours.  Priority is given to the divestiture of recreational harbours, as they are seen to be more closely aligned with provincial or municipal interests in tourism and local economic development than with the federal mandate.

Under the Small Craft Harbours Divestiture Class Grant Program (SCH-DCGP), harbour facilities are offered at nominal cost to eligible recipients in “as-is” condition.  DFO awards the recipients funding grants of negotiated amounts to affect repair themselves to the divested harbour facilities.

The Terms and Conditions for the SCH-DCGP are scheduled for renewal on April 1, 2011.  As per Treasury Board requirement, an audit is to be conducted prior to the renewal of this Program.  As such, an audit of the SCH-DCGP was included in the DFO Multi-Year Risk-Based Audit Plan 2010-2011 to 2012-2013.

1.2 Objectives and Scope

The objectives of this audit are to:

  1. Assess whether effective policies, management practices, procedures, and controls are in place and are appropriate; and

  2. Determine whether the SCH-DCGP is conducting its activities in compliance with Treasury Board’s Policy on Transfer Payments, including the Terms and Conditions of the Program, and in a way that is effective in meeting program objectives.

The audit covered the period from August 1, 2005 to April 1, 2010.  The work included activities in National Headquarters, Maritimes, Central and Arctic, Quebec, and Pacific regions.

There was no activity under the SCH-DCGP in Newfoundland and Labrador and Gulf regions during the time period of this audit; however, the auditors did interview SCH Program Officers from the regions.

1.3 Statement of Assurance

In our opinion, the auditors have examined sufficient, relevant evidence and obtained sufficient information and explanations to provide a high level of assurance on the reported opinion or conclusions.

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1.4 Overall Assessment

Overall, the SCH-DCGP is adequately managed and generally complies with Treasury Board requirements.  Based on the 17 files reviewed, it has been determined that the financial controls ensured payments were made in accordance with the Financial Administration Act.  Proper authorization, segregation of duties, and account verification were found to be adequate and sufficient.  The funding agreements complied with the Policy on Transfer Payments including the Terms and Conditions of the Program.  Nonetheless, the audit identified opportunities for improvement in the areas of performance measurement, program information, and program delivery.  The audit recommendations in the following sections should address these areas and contribute to the improvement of program management.

1.5 Summary of Observations and Recommendations

1.5.1 SCH-DCGP Performance Measurement

Performance standards are established by the Terms and Conditions of the SCH-DCGP.  These standards are generally accepted by SCH as being reasonable measures of the performance for the program. SCH partially sets annual targets based on these performance standards in Annual Divestiture Plans by planning for harbour disposal expenditures.  Annual Divestiture Plans contain targets for all but two performance standards.  Performance reporting is done by National Headquarters for the Harbour Disposal Program overall.  Formal performance reporting is done in public reports for two indicators.  To comply with the Terms and Conditions of the SCH-DCGP, internal reporting on all identified indicators is necessary.

Recommendations:

  1. The Assistant Deputy Minister, Ecosystems and Fisheries Management should ensure the performance measurement strategy as outlined in the Terms and Conditions of the Program is executed. 

  2. With respect to the Harbour Disposal Program overall, the Assistant Deputy Minister, Ecosystems and Fisheries Management, in collaboration with Regional Directors, Small Craft Harbours, should assess the requirement for training on IPI and increase the use of the system in order to capture current information as well as consider the adoption of other controls to ensure the ongoing accuracy of data in IPI.   

1.5.2 SCH-DCGP Information

Given the nature of the SCH-DCGP, formal internal policies are not necessary, but are desirable. SCH has developed sufficient guidance documents which are up to date.  However, these internally produced guides are not available in both official languages. At the time of the audit, a key program governance document, the Terms and Conditions, was not in the hands of all SCH Program Officers who required it in the conduct of their work.  The Grant Agreement Template, a tool for the Program, lacks input from all regions.  Training for the Program, although informal, is deemed sufficient.

Recommendation:

  • 3. The Assistant Deputy Minister, Ecosystems and Fisheries Management, in
        collaboration with Regional Directors, Small Craft Harbours, should develop and
        maintain an up to date “
    SCH Divestiture Class Grant Package” that includes
        program guidance documents, the
    SCH-DCGP Terms and Conditions, as well as
        information about key dates in the funding cycle and make it available in both
        official languages to all Program Officers.

1.5.3 SCH-DCGP Delivery

The SCH-DCGP is technically a funding mechanism for the SCH Harbour Disposal Program.  The funding cycle of the Canadian Government is considered an inherent constraint within which the SCH-DCGP must operate that SCH manages well.  The increase in Full-Time Equivalent levels that resulted from the Functional Review of SCH as well as additional Term employees that were funded with the $45M in Divestiture of Non-Core Harbours Program has improved staffing levels and organizational structure for the delivery of the SCH priorities.  SCH is in a position where it has sufficient human resources and organization to achieve the objectives of the SCH-DCGP. 

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2.0 INTRODUCTION

2.1 Background

2.1.1 Source of the Internal Audit Engagement

The Terms and Conditions for the SCH-DCGP are scheduled for renewal on April 1, 2011.  As per Treasury Board requirements, an audit is to be conducted prior to the renewal of this Program.  As such, an audit of the SCH-DCGP was included in the DFO Multi-Year Risk-Based Audit Plan 2010-2011 to 2012-2013.[1]

2.1.2 Background of the SCH-DCGP

DFO is the custodian of over one thousand small craft harbours, dispersed across all regions in Canada.  SCH was created in 1977 when the Fishing and Recreational Harbours Act was adopted that same year.  The Act enables the Minister of DFO to acquire, contribute to, maintain, operate and repair fishing and recreational harbour facilities.  SCH activities are linked to the DFO strategic outcome of Safe and Accessible Waterways.  Following a Program Review in 1995, SCH has undertaken the divestiture of non-core small craft harbours under its responsibility via a program of divestitures and removals.  Recreational, low-activity and derelict fishing harbours were targeted for divestiture in order to direct resources on core fishing harbours.  Priority is given to the divestiture of recreational harbours, as they are seen to be more closely aligned with provincial or municipal interests in tourism and local economic development than with the federal mandate.

SCH uses two methods to accomplish the transfer of a harbour at a nominal value.  The first method is to bring the harbour up to an acceptable condition for the recipient prior to the transfer of ownership.  The second method is through the SCH-DCGP, where DFO provides a grant to the recipient who accepts the harbour “as-is”.  The amount of this grant must not exceed the costs that DFO would have incurred had it done the work, and must be less than $4M per recipient.  By accepting a grant, the recipient also assumes full responsibility for the harbour including all future liabilities relating to its current condition. 

Under the SCH-DCGP, harbour facilities are offered at nominal cost to the province, municipality, local non-profit organizations, First Nations and First Nations owned corporations (for profit and non profit), or an amalgamation of such interested parties.  The process begins with community meetings where the local users are advised that a harbour is to be disposed of and interested parties willing to assume ownership are asked to come forward.  Where there is no interest in the facility, it is offered at market value through a public tendering process.  If this elicits no interest, the facility is demolished or removed, but only as a last resort. 

The SCH-DCGP is administered locally by the regions, with the Regional Directors, SCH, being responsible for verifying that recipients meet eligibility requirements.  Overall direction is from the Director General, SCH, at Headquarters, reporting to the Assistant Deputy Minister, Ecosystems and Fisheries Management.

The SCH-DCGP is not directly funded, rather its funds are sourced from within DFO Reference Levels, exercised as required through vote conversion in the Supplementary Estimates from Vote 1 (Operations and Maintenance) to Vote 10 (Grants and Contributions).  As part of its regular programming, DFO transfers up to $1.5M per annum from the SCH Operations and Maintenance budget to fund the cost of divestitures.  Further to Budget 2008, SCH received $45M ($5M in each of 2008-09 and 2009-10; $15M in 2010-11; and $20M in 2011-12) for a four-year Divestiture of Non-core Harbours Program to help DFO accelerate the pace of divestitures.  These funds are intended for all methods of divestiture. 

Under the SCH-DCGP, seventeen harbours were divested at a cost of $4.8M, between August 2005 and April 2010 across four regions.  They comprise of one in Maritimes, five in Central and Arctic, ten in Quebec, and one in Pacific. There were no divestiture class grants executed in Newfoundland and Labrador or Gulf regions during the time period of this audit.

Overall, there are approximately three hundred non-core small craft harbours remaining to divest.  It is not currently possible to assess which method will be used to divest those small craft harbours as the choice of divestiture mechanism is determined during the negotiation process with potential recipients.  Given the current level of funding for divestitures, despite the influx of temporary funds via the four-year Divestiture of Non-core Harbours Program, it can be anticipated that the pace of divestitures will continue to be slow due to the complexity of the transactions, mandatory environmental assessments, and the high cost of those harbours remaining to be divested.  At this pace, it may take SCH decades to divest all non-core harbours from its inventory. 

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2.2 Objectives and scope

The objectives of this audit are to:

  1. Assess whether effective policies, management practices, procedures, and controls are in place and are appropriate; and

  2. Determine whether the SCH-DCGP is conducting its activities in compliance with Treasury Board’s Policy on Transfer Payments, including the Terms and Conditions of the SCH-DCGP, and in a way that is effective in meeting program objectives.

The audit covered the period beginning in August 1, 2005 until April 1, 2010.  The work included activities in National Headquarters, Maritimes, Central and Arctic, Quebec, and Pacific regions.

There was no activity under the SCH-DCGP in Newfoundland and Labrador or Gulf regions during the time period of this audit; however, the auditors did interview SCH Program Officers from the region.

2.3 Lines of enquiry and audit criteria

Lines of enquiry are the broad subject headings describing areas determined during the planning phase, to be the most productive for the audit to examine. The lines of enquiry and associated criteria presented below provide details of the specific areas of focus, to support the audit opinion that is presented in this report.

Line of Enquiry 1 – Effectiveness and Efficiency of Operations

Audit Criteria

  • 1.1 Policies, guides, tools, and training material are up to date and accessible to SCH Program Officials.

  • 1.2 An organizational structure is in place at NHQ and in the regions and is sufficient to support the delivery of the Program.

  • 1.3 Generic processes are effective and there is an effective marketing strategy developed to promote program awareness and participation.

  • 1.4 Performance standards and targets for the Program have been established, reported, and results measured.

  • 1.5 The funding mechanism is sufficient and timely to support the Program.

Line of Enquiry 2 – Compliance with Treasury Board Requirements

Audit Criteria

  • 2.1 The Program complies with TB Policy on Transfer Payments, including the Terms and Conditions of the Program.

  • 2.2 The Terms and Conditions are relevant to the Program.

2.4 Methodology

The audit team carried out its mandate in accordance with Government of Canada internal audit standards, as set out in Treasury Board’s Policy on Internal Audit.  The approach included the following activities:

  • Analysis of the documentation and reports relating to the delivery of the Program;

  • Review the relevant Treasury Board policies and departmental documentation;

  • Testing and analysis of payments made under the Program; and

  • Interviews with officials from SCH Headquarters and selected regional offices.

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3.0 Observations and recommendations

3.1 Statement of assurance

In our opinion, the auditors have examined sufficient, relevant evidence and obtained sufficient information and explanations to provide a high level of assurance on the reported opinion or conclusions.

3.1.1 SCH-DCGP Performance Measurement

Performance measurement involves setting performance standards and associated targets as well as continuously monitoring the actual results.  Performance standards are understood to be indicators against which actual performance is measured.  Performance standards for the SCH-DCGP established by the Terms and Conditions are as follows:

“The Small Craft Harbours [Divestiture Class] Grant Program will have the following performance indicators:

  • Number of successfully negotiated grant agreements;
  • Number of harbours disposed through the grant program;
  • Cost of Grants;
  • Projected cost of repairs/improvements if performed by DFO prior to disposal;
  • Number of harbours disposed in total;
  • Cost of disposals in total;
  • Number and percentage of disposed harbours that have maintained safe and public access for a minimum of 5 years; and
  • Estimated difference in time between divesting using the grant program versus not using the grant program.”[2]

These standards are generally accepted by SCH as being reasonable measures of the performance of the SCH-DCGP.

Performance targets are understood to be a specified level of achievement of a performance standard.  Divestiture planning is done annually at the level of the Harbour Disposal Program.  Targets for the number of harbours disposed of in total; the cost of disposals in total; as well as the number of harbours disposed of through the grant program and the cost of grants are set in the Annual Divestiture Plan (a component of the Annual SCH Expenditure Plan).  Certain performance standards and targets set out in the Terms and Conditions, such as the number and percentage of disposed harbours that have maintained safe and public access for a minimum of 5 years, and the estimated difference in time between divesting using the grant program versus not using the grant program, are not reflected in the divestiture planning process.  SCH should set targets for the SCH-DCGP based on the performance measurement strategy outlined in the Terms and Conditions of the program.

Performance reporting for the overall Harbour Disposal Program is done by National Headquarters through the Departmental Performance Report and the Harbour Disposal Program Annual Report, available publicly on the Internet.  The performance evaluation and reporting strategy, as outlined in the Terms and Conditions of the SCH-DCGP, is as follows: 

Evaluation Strategy

  • On an annual basis, an evaluation of the program will be undertaken to assess the performance indicators. Specifically, these include:

  • The number of disposals using grants versus the projected cost of disposals through repairs/improvements; and

  • The number and percentage of disposed harbours that have maintained safe and public access for a minimum of 5 years.

Reporting Strategy

The results of the evaluation as well as other statistical information on Small Craft Harbours Disposal Class Grant Program will be reported in the Harbour Disposal Program Annual Report which is distributed to senior management at DFO. Summary results will also be reported in the Departmental Performance Report.”[3]

Although SCH has acceptable performance standards and uses most of those standards to set targets annually, this evaluation and reporting strategy is not reflected in either of the external reports mentioned above.  However, the use of the grant mechanism is monitored in National Headquarters with a series of spreadsheets that track Vote 10 funds available and Vote 10 funds needed through the Supplementary Estimates.  Given that the Terms and Conditions require a Harbour Disposal Annual Report to be distributed to senior management, it was expected that an internal reporting process, in addition to external reporting, would exist containing performance measures of all indicators for the SCH-DCGP.

SCH uses an in-house system, IPI, which allows its users to access information on the inventory of harbours, as well as projects relating to the maintenance and enhancement of this harbour inventory, including harbour disposals.  Financial data on Class Grant divestitures in IPI was found to be accurate when vetted with the Management Reporting System and is regularly reconciled by personnel in National Headquarters.  Data concerning the current state of divestiture projects is entered by Regional Program Officers responsible for individual divestiture projects.  Some of this data was found to be out of date. 

It is important to note that audit observations about data in IPI are relevant to the Harbour Disposal Program overall, and not just to the SCH-DCGP.  IPI is the main source of data for various performance standards identified by the Terms and Conditions.  Having a dedicated information system for SCH is an advantage; however, there is opportunity to improve regional data collection to keep National Headquarters up to date on the status of regional projects. Current data about divestitures in IPI would also support decision-making and performance reporting as outlined in the Terms and Conditions of the Program.

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Recommendations:

  1. The Assistant Deputy Minister, Ecosystems and Fisheries Management should ensure the performance measurement strategy as outlined in the Terms and Conditions of the Program is executed. 

  2. With respect to the Harbour Disposal Program overall, the Assistant Deputy Minister, Ecosystems and Fisheries Management, in collaboration with Regional Directors, Small Craft Harbours, should assess the requirement for training on IPI and increase the use of the system in order to capture current information as well as consider the adoption of other controls to ensure the ongoing accuracy of data in IPI.   

3.1.2 SCH-DCGP Information

Content of Internally Developed Guidance Documents

Given the nature of the SCH-DCGP, formal internal policies are not necessary, but SCH has developed several informal guidance documents internally, such as DFO SCH Divestiture Program Disposal Process of 1996, Guidelines to Address Issues Raised in the Audit and Evaluation of the SCH Divestiture Grant Program of 2006 as well as Divestiture Principles, produced when the Divestiture of Non-core Harbours Program funding arrived.  These informal guidance documents, combined with sections of the IPI User Guide, are considered sufficient in giving SCH Program Officers guidance for the SCH-DCGP; however, they are not available in both official languages.

A Grant Agreement template was also created for the SCH-DCGP.  The template is sufficient as a funding agreement, containing all mandatory clauses, but does not take into account the unique issues surrounding land ownership province to province.  Regions must have their funding agreements reviewed and approved by officials in National Headquarters, which makes the process more time consuming.

Dissemination of Key SCH-DCGP Documents

Terms and Conditions are considered an essential governance document for the SCH-DCGP.  Thus, this key document should be disseminated to the SCH Program Officers who are responsible to ensure compliance of the funding agreements with the SCH-DCGP Terms and Conditions.  In two of four regions, the audit team found that not all SCH Program Officers had access to the Terms and Conditions of the SCH-DCGP.  In one region, this led to the omission of key clauses from two funding agreements.  Out of the 17 files reviewed for the audit, two files were deemed non-compliant with the Terms and Conditions of the SCH-DCGP as they were missing key clauses relating to the Directive on Transfer Payments.  Had the Program Officers involved in preparing these funding agreements had the Terms and Conditions of the SCH-DCGP and related Grant Agreement template, compliance would likely not have been an issue.

Training is also a method of disseminating information.  Although there is little formal training for the SCH-DCGP, information about the Program is communicated informally through knowledge transfer, review of past divestiture files and on-the-job training.  The audit revealed that many SCH Program Officers have long corporate memories and great breadth and depth of knowledge of the SCH-DCGP, especially in Central and Arctic and Quebec as these two regions have the highest number of recreational harbours to divest and have experienced the divestiture process more often than any other regions.  The informal training conducted by the SCH-DCGP is deemed sufficient.

Recommendation:

  • 3. The Assistant Deputy Minister, Ecosystems and Fisheries Management, in
        collaboration with Regional Directors, Small Craft Harbours, should develop and
        maintain an up to date “SCH Divestiture Class Grant Package” that includes
        program guidance documents, the SCH-DCGP Terms and Conditions, as well as
        information about key dates in the funding cycle and make it available in both
        official languages to all Program Officers.

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3.1.3 SCH-DCGP Delivery

Funding Mechanism

The SCH-DCGP is not a funded program, rather it is a funding mechanism whose funding is sourced from within DFO Reference Levels, exercised as required through vote transfers in the  Supplementary Estimates from Vote 1 to Vote 10.  As part of its regular programming, DFO transfers about $1.5M per annum from the SCH maintenance budget to fund the cost of divestitures.  SCH allocates $500K to Vote 10 through the Main Estimates at the beginning of each fiscal year.  SCH has three opportunities throughout the fiscal year to convert the remaining $1.0M through Supplementary Estimates A, B, and C.  As mentioned in the Performance Measurement section of this report, the use of and ongoing need for Vote 10 funds for the SCH-DCGP is monitored in National Headquarters.  This monitoring process allows SCH to accurately plan for grant expenditures within the inherent constraints of the funding cycle of the Canadian Government. 

This funding mechanism is complex and although call letters are sent to regions to solicit requests for the Supplementary Estimates, there have been instances when regions miss deadlines and grant funds do not come through.  Regions would benefit from having additional information from National Headquarters about key dates in the funding cycle, as mentioned in Recommendation 3

With this mechanism, SCH cannot guarantee when the funds will be available.  This is challenging as recipients do not want to commit to accepting the harbour without such a guarantee of financial commitment from the department.  The issue of missing Supplementary Estimate deadlines and also not being able to guarantee availability of funds can cause delays in the divestiture process.  Other factors, such as involvement with provincial authorities, municipalities and local organizations; requirements to be fulfilled before the lands can be transferred; and SCH staffing levels also affect the length of time it takes to divest. 

Within the inherent constraints of the funding mechanism as described above, and at the current level of funding, it will take decades to divest all non-core harbours. Fortunately, in Budget 2008, the four-year Divestiture of Non-core Harbours Program was established to help DFO accelerate the pace of harbour divestitures, with an amount of $45M ($5M in each of 2008-09 and 2009-10; $15M in 2010-11; and $20M in 2011-12).  These funds are intended for both methods of divestiture, Class Grant and the use of Operations and Maintenance funds to bring the harbour up to an acceptable condition for the recipient prior to the transfer of ownership.  These funds are reflected in the amount that has been spent on Class Grant divestitures during the period that encompasses the scope of the audit.

Organizational structure and staffing

During the scope of the audit, two of four regions were reportedly understaffed.  In fiscal year 2008-2009, Central and Arctic region had as few as five Program Officers for SCH operation.  Pacific region was also understaffed during the scope of the audit; this region had only one Program Officer dedicated to divestitures.  SCH underwent a Functional Review which was initiated in December of 2005.  One of the objectives of this review was to adjust and equalize FTE and salary resources available to each region based on workloads and needs.  The Functional Review also brought modifications to the organization and structure of SCH which were approved by the Departmental Management Committee in May of 2008.  Budget 2008 provided $45M for the Divestiture of Non-Core Harbours Program, for which SCH requested 12 additional Term employees (B-Base) to complement the additional workload associated with the increased pace of divestitures.

As a result of the efforts of Functional Review and the Divestiture of Non-Core Harbours Program, SCH - Central and Arctic region currently has 20 employees, four of which are term employees funded by the Divestiture of Non-core Harbours Program.  Staffing levels are currently higher in the Pacific region as well and they are expecting to staff another Program Officer to work on divestitures in the near future.  Overall, increased staffing levels have allowed for more Full-Time equivalents and Term employees to be dedicated to divestitures.  The changes in organization and structure that resulted from Functional Review are being implemented and SCH is taking appropriate steps to realize the desired organizational structure across all regions.  Anecdotal information gathered during the audit suggests that organization and staffing levels are satisfactory for the achievement of the objectives of the SCH-DCGP.

4.0 Conclusion

Overall, the SCH-DCGP is adequately managed and generally complies with Treasury Board requirements. Based on the 17 files reviewed, it has been determined that the financial controls ensured payments were made in accordance with the Financial Administration Act.   Payment authorization, segregation of duties, and account verification were found to be adequate and sufficient. The funding agreements complied with the Policy on Transfer Payments including the Terms and Conditions of the SCH-DCGP. Nonetheless, the audit identified opportunities for improvement in the areas of performance measurement, program information, and program delivery.  Addressing these opportunities would better position the SCH-DCGP to meet its fundamental objectives.

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5.0 Management Action Plan

Management Action Plan
Recommendations Management Action Plan Status Report Update
Actions Completed Actions Outstanding Target Date
1. The Assistant Deputy Minister, Ecosystems and Fisheries Management should ensure the performance measurement strategy as outlined in the Terms and Conditions of the Program is executed. 

a) SCH will ensure that the new Performance Measurement Strategy (PMS) as outlined in the revised Terms and Conditions of the Program is executed.  The new PMS will determine frequency of the reporting and the reporting audience.  It is expected that reporting frequency will be on an annual basis and that the reporting audience will be internal.  It is important to note that the SCH-DCGP is currently being evaluated and that results of this evaluation will influence the content of the PMS.

b) SCH will set targets on an annual basis for the SCH-DCGP based on the new PMS outlined in the revised Terms and Conditions of the program.

 

 

 

 

31 March 2011

 

 

 

 

 

 

 

 

 

 


 

 

 

31 March 2011

2. With respect to the Harbour Disposal Program overall, the Assistant Deputy Minister, Ecosystems and Fisheries Management, in collaboration with Regional Directors, Small Craft Harbours, should assess the requirement for training on IPI and increase the use of the system in order to capture current information as well as consider the adoption of other controls to ensure the ongoing accuracy of data in IPI.

a) SCH has initiated weekly web-based training sessions on IPI to respond to training requirements as identified by staff.  These sessions are open to SCH staff nationally.

b) SCH is sending monthly “alert” messages prompting regional staff to review and verify the divestiture data for accuracy purposes.

c) In collaboration with Regional Directors General, SCH will propose to include a measure in the SCH Regional Directors' accountability documents pertaining to the accuracy and timely information in IPI.

Completed/ Ongoing

 

 

 


Completed/ Ongoing

 

 

 

Complete

 

 

 

 

Complete

 

 


 

30 June 2011

3. The Assistant Deputy Minister, Ecosystems and Fisheries Management, in collaboration with Regional Directors, Small Craft Harbours, should develop and maintain an up to date “SCH Divestiture Class Grant Package” that includes program guidance documents, the SCH-DCGP Terms and Conditions, as well as information about key dates in the funding cycle and make it available in both official languages to all Program Officers. a) SCH will develop and maintain an up to date “SCH Divestiture Class Grant Package” and will ensure its availability in both official languages to all Program Officers by posting the “Package” in the SCH Intranet site.  This package will include (1) a guidance document based on the DCGP terms and conditions, (2) templates for grant agreements and transfer agreements, (3) instructions on how to enter relevant information into IPI as well as (4) a calendar of significant events to help in the cash management of Vote 1 and Vote 10 funding conversions. Other documents may be added or made accessible to regional users on an as needed basis.

 

 

31 March 2012

[1] Fisheries and Oceans Canada, 2010-2013 Multi-Year Risk-Based Audit Plan, March 18, 2010, p.12.

[2] Small Craft Harbours Class Grant Program Terms and Conditions, p.7.

[3] Small Craft Harbours Class Grant Program Terms and Conditions, p.7.

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