Annexes

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Annexe A – Personnes interviewées

Les titulaires de postes clés suivants ont été interviewées dans le cadre du processus de vérification :

  • Francoise Albert, Acting Commissioner’s Representative, Atlantic Region
  • Carole Beauvais, Director, Security and Transport Portfolio / Investigations, Compliance Assurance Branch
  • Suzanne Bélanger-Fontaine, Commissioner’s Representative, Ontario Region
  • Ghislaine Charlebois, Assistant Commissioner, Compliance Assurance Branch
  • Roger Davidson, Senior Analyst, Compliance Assurance Branch
  • Michelle Freynet, Commissioner’s Representative, Manitoba and Saskatchewan Region
  • Sylvain Giguère, Assistant Commissioner, Policy and Communications Branch
  • Corita Harty, Director, Operational Integration Initiatives and International Relations, Policy and Communications Branch
  • Catherine Kuong, Administrative Assistant, Ontario Regional Office
  • Mathieu Labine, ATIP Coordinator, Corporate Management Branch
  • Denis Lorieau, Commissioner’s Representative, Alberta, British Columbia, Northwest Territories and Yukon Region
  • Eva Ludvig, Commissioner’s Representative, Quebec Region
  • Mike McGuire, Chief of Staff, Office of the Commissioner of Official Languages
  • Antonia Papadakou, Acting Production Manager, Policy and Communications Branch
  • Mario Séguin, Director of Human Resources, Corporate Management Branch
  • JoHanne Verrier, Director of Information Management and Information Technology, Corporate Management Branch


Appendix B - Audit Criteria

The audit criteria within this audit program define the expectations against which the management control framework to govern and manage the regional pilot project were assessed. The audit criteria were designed to enable an assessment of key practices, procedures and controls in place within OCOL. The criteria have been linked to the Framework of Core Management Controls and Audit Criteria (CMC – May 2010) and the Management Accountability Framework (MAF VIII).

Audit Criteria Audit Sub-Criteria Frameworks References
Regional Pilot Project Governance
1.1 Effective oversight bodies and practices are established.
  1. An oversight body has oversight for all matters pertaining to the regional pilot project.
  2. The oversight body meets regularly and receives key information to allow for effective monitoring of project objectives, strategies and results.
  3. The oversight body approves all project-related key documents (e.g. project charter, operational plan, roles and responsibilities, performance measures, etc.).
  4. The oversight body is informed of lessons learned and ensures that weaknesses are addressed before rolling-out the project in other regional offices.
CMC: G-1, G-2, G-6, RP-3

MAF VIII: 3, 15
1.2 A regional pilot project business case or cost-benefit analysis has been thoroughly conducted and recommendations have been approved prior to the project’s starting date.
  1. A regional pilot project business case or cost-benefit analysis has been conducted prior to the project’s start date. The analysis included a review of project costs, benefits, risks, organizational capacity and potential impacts on the organization’s resources (e.g. finance, HR, IM/IT, etc.).
  2. The regional pilot project business case or cost-benefit analysis considered all key stakeholders (e.g. regional and headquarters staff, external associations, etc.).
  3. Results of the regional pilot project business case or cost-benefit analysis were approved by the project oversight body and then shared with all key stakeholders in order to provide transparency to the project.
CMC: RM-2, RM-6, CFS-1, CFS-2, PPL-1

MAF VIII: 3, 4
1.3 Plans, objectives and performance measures for the regional pilot project have been established and communicated, and are linked to OCOL’s mandate to support the Commissioner’s renewed ombudsman role.
  1. The regional pilot project plan (e.g. regional operational plan or work group plan) appropriately considers organizational capacity and constraints (e.g. finance, HR, IM/IT, etc.), identified risks and organizational objectives.
  2. Appropriate performance measures for the regional pilot project were defined, documented and communicated.
  3. The regional pilot project plan (e.g. regional operational plan or work group plan) has been communicated to all internal stakeholders.
CMC: CFS-2, G-3, G-4, ST-1, RP-1, RP-2

MAF VIII: 2, 3
1.4 Roles and responsibilities with regards to the regional pilot project are well defined, clearly communicated and effective.
  1. Roles and responsibilities of all key stakeholders (e.g. Project Manager, working group members, project champions, regional staff, etc.) for the regional pilot project have been clearly defined and communicated.
  2. Roles and responsibilities for the regional pilot project are clearly understood by OCOL staff and are deemed to be effective to achieve the project’s objectives.
CMC: AC-1, AC-3, PPL-4

MAF VIII: 10
Regional Pilot Project Management
2.1 A regional pilot project management process is in place to monitor progress and ensure that mitigating actions are taken, as needed.
  1. The regional pilot project change management approach ensures proper communication with key project stakeholders.
  2. The regional pilot project management approach considers employee workload and training needs.
CMC: G-5, G-6, CFS-1

ST-16,ST-17, LICM-1, LICM-2, LICM-3, PPL-4

MAF VIII: 15
2.2 Project-related risks, budget, calendar, opportunities for improvement and issues were considered and properly managed.
  1. The regional pilot project management approach ensures proper project risk, budget and calendar management.
  2. The regional pilot project management approach considers opportunities for collaboration, synergy and interactions between regional offices and headquarters, and between the organization’s branches.
  3. The regional pilot project management approach properly deals with arising issues.
CMC: CFS-1
CFS-2, RM-1
RM-2, RM-7

MAF VIII: 9, 15


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