2017–2020
Risk-Based Audit and Evaluation Plan

Office of the Information Commissioner of Canada
October 2017

Executive Summary

Introduction

This document presents the Risk-Based Audit and Evaluation Plan (RBAEP) for the Office of the Information Commissioner of Canada (OIC). The RBAEP combines both the internal audit plan and the evaluation plan for the next three years (2017 to 2020). The objective of the RBAEP is to allocate resources to the areas of most significant risk and priority to the OIC, as well as to align with the requirements of Treasury Board (TB) policies on Results and Internal Audit.

The RBAEP builds on the OIC’s 2014–2018 Risk-Based Audit and Evaluation Plan and the Office of Comptroller General’s Three-year Risk-based Internal Audit Plan for 2016–2017 to 2018–2019 and through the integration of evaluation projects in accordance with the TB Policy on Results and Internal Audit. The plan identifies resource requirements to ensure that requests from the Audit and Evaluation Committee and the Executive Committee can be allocated efficiently and in a timely manner. The RBAEP reconfirms the objective of allocating resources to those areas that are of the most significant organizational priority and to ensure that internal audit and evaluation services provide the greatest benefit to the OIC.

As an Agent of Parliament, the OIC reports directly to Parliament and is excluded from the traditional oversight by the Treasury Board of Canada Secretariat (TBS). However, the OIC must have an audit and evaluation committee in place and considers its internal oversight mechanisms and governance structure to be of the utmost importance in helping ensure that adequate management practices are in place.

Proposed Audits and Evaluations

Year Audit Project Name Primary OIC Entity Estimated Budget
2017–2018 Threat Risk Assessment (TRA) and Threat Vulnerability Assessment (TVA) Information Technology (IT) $24,000
2018–2019 Performance and Talent Management Review Human Resources (HR) $30,000
2018–2019 Audit of Contracting and Procurement Canadian Human Rights Commission (CHRC) and OIC - Finance $35,000
2019–2020 Audit of Information Management and Physical Security Corporate Services $25,000
2019–2020 Evaluation of Investigations Senior Management and Complaints Resolution $35,000

Planning Context

Background

The Information Commissioner is an Agent of Parliament appointed under the Access to Information Act.

The Commissioner protects and promotes access to information rights.

The Commissioner is the first level of independent review of government decisions relating to requests for access to public sector information. The Act requires the Commissioner to investigate all the complaints she receives. She is supported in her work by the Office of the Information Commissioner (OIC).

The OIC also supports the Commissioner in her advisory role to Parliament and parliamentary committees on all matters pertaining to access to information. The OIC actively makes the case for greater freedom of information in Canada through targeted initiatives such as Right to Know Week and ongoing dialogue with Canadians, Parliament and institutions.

In April of 2017, the current Information Commissioner, Suzanne Legault, announced that she would not seek another term. 

Amendments to the Access to Information Act

In June of 2017, the government tabled Bill C-58 seeking to make legislative amendments to the Access to Information Act. 

The proposed changes, in particular the oversight function of the Commissioner could have an impact on the risk profile of the OIC

Government-Wide Priorities

In the Speech from the Throne on December 4th, 2015, the Governor General laid out the Government’s Agenda. The main priorities of the government are:

  • growth of the middle class
  • open and transparent government
  • a clean environment and a strong economy
  • diversity
  • security and opportunity

In the Mandate Letter to the President of the Treasury Board, the following priority is stated: “Work with the Minister of Justice to enhance the openness of government, including leading a review of the Access to Information Act to ensure that Canadians have easier access to their own personal information, that the Information Commissioner is empowered to order government information to be released and that the Act applies appropriately to the Prime Minister’s and Ministers’ Offices, as well as administrative institutions that support Parliament and the courts.”

Similar priorities were also stated in the Mandate Letters to the Minister of Justice and Attorney General of Canada, and the Minister of Democratic Institutions.

The Government of Canada is currently one of four supporting Open Government Partnership co-chairs. In 2018–2019, it will be the lead government co-chair.

A commitment to an open and transparent government relates directly to the mandate of the OIC.

OIC Strategic Priorities

Vision: Open and accountable government

Mission: We promote and protect access to information rights

Leadership Commitment: We engage all staff in building a healthy workplace

The objective of the four priorities set out below is to allow the OIC to focus its efforts in areas that best help it deliver the Commissioner’s mandate, meet government’s priorities and policy requirements, and ensure the organization can attract and retain exceptional workers.

Protect Canadians’ Access to Information Rights: Investigations are the core of the OIC’s mandate and the principal means by which the Commissioner protects the rights conferred by the Access to Information Act.

Promote Canadians’ Access to Information Rights: The OIC plays a key role in promoting access rights, and in advocating for a robust and modern access system to provide requesters with the information they need to hold government to account.

Ensure Sound Governance: The OIC must demonstrate sound stewardship of public funds and resources as well as the highest standards of accountability.

Foster an Exceptional Workplace: Harnessing the skills, knowledge and experience of the OIC’s workforce, and ensuring a healthy work environment, are essential to the OIC being able to deliver the Commissioner’s mandate. 

These priorities were taken into consideration when finalizing the RBAEP.

OIC Structure and Resources

Workforce and Organizational Structure: The OIC’s workforce comprises 93 approved full-time equivalents (FTEs), as it did in the three previous years. Of the 93 FTEs, 71 work in investigations while the other 22 provide corporate services. Please see Appendix E for the organization chart.

Financial Resources: The OIC’s overall Main Estimates for the last five years ranged from $11,707,736 in 2012–2013 to $11,194,485 in 2016–2017. This is the ongoing level for 2017–2018 as well. The OIC received temporary funding in 2016–2017 of $3,432,858 from the Treasury Board Management Reserve Fund in order to reduce the number of complaints in inventory that had been received before April 1st, 2016. 

Complaints History: The OIC receives two types of complaints: administrative and refusal. Any complaint not resolved during the fiscal year it is received is carried over to the following year and now considered a part of the inventory of complaints. The following graph outlines the number of cases received, resolved and carried over since 2012–2013.

OIC complaints received, resolved and remaining in inventory (2012–2013 to 2016–2017)

Text Version

The figure is a line graph showing the number of complaints the Commissioner registered, resolved as well as the unresolved complaints that remained in the inventory at the end of the year. The figure demonstrates the totals from 2012–2013 to 2016–17.

In 2012–2013, the Commissioner received 1,596 complaints, resolved 1,621 complaints and 1,798 unresolved complaints remained in inventory at the end of the year.

In 2013–2014, the Commissioner received 2,081 complaints, resolved 1,788 complaints and 2,091 unresolved complaints remained in inventory at the end of the year.

In 2014–2015, the Commissioner received 1,749 complaints, resolved 1,596 complaints and 2,244 unresolved complaints remained in inventory at the end of the year.

In 2015–2016, the Commissioner received 2,047 complaints, resolved 1,281 complaints and 3,010 unresolved complaints remained in inventory at the end of the year.

In 2016–2017, the Commissioner received 2,079 complaints, resolved 2,245 complaints and 2,844 unresolved complaints remained in inventory at the end of the year.

 

Progress on Implementation of the 2014–2018 OIC Audit and Evaluation Plan

An Audit and Evaluation Plan was completed in 2013 that listed the following audit and evaluation projects for completion by the end of March 2018. The progress made on this Plan has been factored into this new Plan. The chart below summarizes the current status of the 2014–2018 Plan:

Year Audit Project Name Primary Entity Current Status
2013–2014 Audit of Staffing and Governance Corporate Services Completed March 2013 (Samson)
2014–2015 (post- move) Audit of Information Technology and Physical Infrastructure Security Corporate Services Completed September 2016 (Samson)
TRA/TVA On-going (Cistel)
2014–2015 Evaluation of Complaints Resolution and Investigations, Phase I: Development of Performance Measurement and Evaluation Framework Complaints Resolution and Compliance Performance measurements have been developed to track median turnaround times to resolve complaints, as well as tracking the number of recommendations implemented.
2015–2016 Audit of Procurement and Contracting Corporate Services Pending
Services have been subcontracted to CHRC
2015–2016 Audit of Information Management Corporate Services Completed September 2016 (Samson)
April 2017 (RHEA)
2016–2017 Evaluation of Investigations, Phase–II: Implementation Complaints Resolution and Compliance Pending
2017–2018 Audit of Case Management System Corporate Services Pending

OIC Key Organizational Risks (2013–2014)

The following list of key organizational risks was developed in 2012. At that time, the OIC was going through a significant transition as it was physically moving its office space to the current location at 30 Victoria. At the same time, the government was facing a workforce adjustment period that led to a reduction of 5% in appropriated funding levels. These risks were reviewed and considered in the development of an up to date OIC risk profile:

  1. Financial resource constraints
  2. Changing complaints picture
  3. Workforce
  4. Change management
  5. Physical and information technology (IT) security
  6. Inadequate performance measures and targets

OCG Risk Prioritization for Small Department Risks

Treasury Board Secretariat (TBS) provides central audit and oversight through a Small Departments and Agencies (SDA) audit committee with externally appointed members to oversee 42 small government departments and 5 regional development agencies with fewer than 500 employees and $300 million in annual approved expenditure. While the OIC, as an independent Agent of Parliament, is not subject to this oversight, it does, nonetheless, choose to consider the SDA high risk categories that TB has established in its audit plan priorities. TBS has identified nine areas for audit consideration:

  1. Information Technology Management
  2. Compensation
  3. Management of Shared and Common Services
  4. Workforce Management
  5. Security Management
  6. Contracting and Procurement
  7. Regulatory Management
  8. Management and Oversight (Financial and non-financial information for decision making)
  9. Investment Planning and Project Management

Please see Appendix B for further information regarding the risk profile for SDAs as of October 2016.

Planning Approach

Key Audit and Evaluation Requirements

There are a number of TB policies, directives and guidelines that establish the requirements and best practices for audit and evaluation planning in the federal government. These policies, directives and guidelines were used as best practices in the development of the RBAEP. This section highlights some of the key requirements and obligations and presents the approach used to assess and prioritize projects for inclusion in the RBAEP.

Evaluation Coverage and Plan

For Government of Canada, evaluation is the systematic collection and analysis of evidence on the outcomes of programs in order to make judgments about the value for money of federal government programs and alternative ways to deliver them to achieve the same results.

In accordance with TB policy, federal institutions are required to prepare a rolling five-year evaluation plan. The plan’s required coverage is twofold:
The Financial Administration Act (section 42.1) requires that an evaluation be performed of all ongoing grant and contribution programs on a five-year cycle (does not apply to the OIC).

The TB Policy on Results requires that, starting in 2016, Deputy Heads are responsible for annually approving and providing to the Treasury Board of Canada Secretariat, in the manner and timing prescribed by the Secretariat, an evaluation plan that clearly presents planned evaluation coverage, including coverage of organizational spending and the programs in the Program Inventory, during the planning period. The Policy on Results exempts Agents of Parliament from having to provide a five-year audit and evaluation plan.

In addition, there are a number of other potential planning requirements. Notably, evaluation plans must also do the following:

  • align with the Departmental Results Framework (DRF);
  • support the Expenditure Management System;
  • include the administrative aspect of major statutory spending (does not apply to the OIC); and
  • include other programs, specific evaluations or elements of the government’s overall evaluation plan, when applicable.

Given the OIC’s mandate, direct program spending is limited to one program area: compliance with access to information obligations. This program is supported by the internal services program. While the OIC does not have an internal evaluation function, a formal performance measurement strategy is in place and the annual report provides detailed and comparative analysis of OIC’s performance of both its program area and internal services. More in-depth reviews are undertaken, when warranted, to assess underlying causes of emerging trends and variations in performance in safeguarding access to information rights under the Act.

Internal Audit Plan

Internal audits provide independent, objective and substantiated conclusions on the effectiveness of risk management, control and governance processes. The focus is on all management systems, processes and practices, including the integrity of financial and non-financial information. Internal audit assurance services provide evidence-based opinions on the extent to which the system of internal controls is adequate and effective to support the following imperatives:

  • achievement of operational objectives;
  • safeguarding of assets;
  • economy and efficiency of operations;
  • reliability and integrity of financial and operational information; and
  • compliance with legislation, policies and procedures

In accordance with TB policy, internal audit plans must ensure coverage of areas of higher risk and significance. The internal audit plan should also have the following characteristics:

  • be risk-based;
  • be reviewed by the audit committee;
  • be focused predominantly on the provision of assurance services;
  • have a multi-year horizon;
  • address risks and internal audits identified by the Comptroller General as part of government-wide coverage; and
  • support annual assurance reporting on the overall state of organizational risk management, control and governance processes

Planning Approach

The approach on which this plan is based complies with the Institute of Internal Auditors’ (IIA) International Professional Practices Framework. The RBAEP was developed using the approach outlined in the following figure.

Risk-Based Audit and Evaluation Planning Approach

Text Version

This graphic shows the planning approach of the risk-based audit and evaluation plan. There are four main steps to the planning approach that are displayed in separate boxes in order from right to left. The boxes are shaped as arrows that point to the right and contain the title of each planning step. Below each arrow-shaped box are bullets providing more details for each step.

Step 1: Identification of the Audit and Evaluation Universe

Additional information:

  • Program Inventory aligned
  • Defines potential scope of internal audit and evaluation activity
  • Comprised of “auditable” or “evaluable” entities

Step 2: Environmental Scan of the Audit and Evaluation Universe

Additional information:

  • Strategic consultations with Commissioner, Deputy Commissioners, senior management & Audit Committee member
  • Review of key documents (e.g., DP, DPR, Annual Report)

Step 3: Prioritization of Audit and Evaluation Universe Entities

Additional information:

  • Context sensitive weighted criteria-based approach for each universe entity with scale ratings for Impact and Probability assessments

Step 4: Project Selection and Plan Development

Additional information:

  • Consider feasibility, previous audits, evaluations, other assessments
  • Consider available resources, timing, scope and objectives
  • Update annually
 

Identification of the Audit and Evaluation Universe

The audit and evaluation universe defines the potential scope of proposed engagements and comprises individual “universe entities” that may be the subject of internal audit or evaluation activity. To ensure alignment between the focus of internal audit and evaluation projects with the OIC’s operational structure, the universe entities were aligned with the OIC’s program and internal services, as identified in the 2017–2018 Program Inventory (PI).

The following table presents the OIC’s audit and evaluation universe:

Audit and Evaluation Universe

Strategic Outcome A transparent, accountable and responsive federal government
Program 1. Compliance with access to information obligations
Audit and Evaluation Universe Entities Investigations (three organizational units)
Litigation
Advice to Parliament
Program 2. Internal services
Audit and Evaluation Universe Entities Commissioner’s Office Corporate planning and reporting Human resources management
Finance Information technology Information management
Access to information and privacy Procurement, acquisition cards and contracting Travel and hospitality
Values and ethics Administrative services Internal audit and evaluation

Environmental Scan

A series of interviews were conducted with the Information Commissioner, the Deputy Commissioners, management and an external member of the Audit and Evaluation Committee to identify organizational changes, key risks to which operations are exposed, and areas in which internal audit or evaluation could provide the most value in supporting the achievement of organizational objectives. It should be noted that the interviews were conducted shortly after the government announced the legislative changes to the Act and current Information Commissioner announced she would not seek another term. These announcements were reflected in the risks identified in the interviews.

Key documents, such as the 2016–2017 Annual Report, 2016–2017 Departmental Performance Report (DPR) and the 2017–2018 Departmental Plan (DP), were reviewed to facilitate the identification of organizational priorities and key risk areas. This information not only provided important insight into areas of management focus but also risk exposure information that was used to identify the universe entities and to prioritize audit and evaluation projects. As a start point for the interviews, key risks as determined by the Office of the Comptroller General (OCG) were considered for risk ranking during the interviews as well as the key risks that were identified in 2013 for the 2014–2018 OIC RBAEP.

Prioritization of Audit and Evaluation Entities

During the course of the Management Interviews, each potential risk was ranked using two criteria: risk probability of occurrence and risk impact on the OIC on scales of 1 (low) to 5 (high). Final ranking results can be found in Appendix C.

Both scores for each risk were averaged out in order to prioritize risk areas to OIC. Furthermore, the risks were then plotted on an X and Y access to visualize which had the highest impact and probability. This heat map can be found in Appendix D.

Risks Identified during the Risk Environmental Scan

During the environmental scan, the following risks were identified as the most probable and impactful upon the OIC:

Changes to the Access to Information Act: The tabled legislative changes to the Access to Information Act could have an impact on the number of complaints received by the OIC and the operating environment in which it conducts its investigations.

Human Resources: As an Agent of Parliament with fewer than 100 FTEs, the risk of having an insufficient number of employees with the breadth and depth of experience necessary to complete activities or address competing priorities is constant. Furthermore, the loss of qualified employees to larger organizations with more opportunities for advancement could have an impact on the OIC’s ability to deliver its mandate in a timely manner.

Contracting and Procurement: The OIC has an agreement in place authorizing the Canadian Human Rights Commission (CHRC) to provide procurement and contracting services. The contracting out of this service (reliance on another organization), compliance with contracting policies and regulations, employee turnover at CHRC, urgency of investigator contracts and the potential impact on service levels, have been identified as potential risks to the OIC.

Information Technology and Management: The impact of a security breach leading to the divulging of any information obtained during an investigation, including personal and/or top secret information, could have a very significant impact on the reputation of the OIC and its ability to meet its legal obligation to safeguard the information rights. This risk has become more prevalent with the upcoming introduction of a new online complaints form.

Phoenix Pay Issues: The compensation issues stemming from the launch of the Phoenix Pay System have plagued all federal organizations and are not unique to the OIC. The impact of compensation issues on the OIC is minimal in cost but there is a risk that this could have an impact on morale, recruitment and productivity.

It is important to note that greatest risk facing the OIC in 2013 was "Financial Resource Constraints." This risk has still been identified as an external risk to the OIC (see the following section) but it has been mitigated over the last two years. In 2016–2017, the OIC received $3.4 million in funding from the Treasury Board management reserve fund to help reduce the inventory of complaints at the OIC.

External Risks Identified during the Risk Environmental Scan

During the environmental scan, the following external risks were identified as the most probable and impactful upon the OIC:

  1. The ongoing increase in access to information requests and complaints;
  2. Inadequate funding to handle the level of complaints and meet mandate requirements; and
  3. Slow cultural shift to a more open and transparent government.

These risks are mainly out of the control of the OIC however, they could have a significant impact on the organization.

Project Selection and Plan Development

Audit and evaluation projects were selected to be included in the OIC three-year RBAEP with the highest audit priorities identified serving as the starting point and providing the main but not only consideration for project selection. The top priority risks topics were examined against a variety of constraints and opportunities, including the following:

  • recently completed audits
  • availability of audit and evaluation resources over the three-year period;
  • feasibility of conducting an audit or evaluation;
  • other reviews providing oversight (i.e. evaluations, Office of the Auditor General (OAG) audits);
  • mandated audit projects (i.e. follow-ups, OAG, Office of the Comptroller General and Public Service Commission obligations for horizontal audits);
  • risk tolerance;
  • management requests; and
  • Audit and Evaluation Committee and senior management direction.

The outcome was a shortlist of projects to be conducted over the three-year planning horizon.

In finalizing the RBAEP, care was taken to ensure the audit and evaluation universe was appropriately covered. The RBAEP reinforces the integration of audit and evaluation projects, when feasible, while ensuring evaluation coverage of all direct program spending over the three-year period.

Audit and Evaluation Plan and Summary

The audit and evaluation coverage proposed in the RBAEP strives to achieve an effective balance between a number of requirements and considerations and allows for carrying out one or two projects per year. The three-year Plan takes into account the necessary alignment with organizational risks and priorities.

The OIC has one program, namely “Compliance with access to information obligations”. The TB Policies on Results requires that, starting in April 2017, "Deputy Heads for Agents of Parliament are responsible for annually approving and providing a departmental evaluation plan to the Treasury Board of Canada Secretariat, in the manner and timing prescribed by the Secretariat, that clearly present planned evaluation coverage, including coverage of organizational spending and the programs in the Program Inventory, during the planning period." An evaluation of Investigations was recommended in 2013 and this carries over to the current RBAEP for the aforementioned reason.

This RBAEP is based on a fundamental assumption regarding allocated funding. While the average annual budget has been estimated at $70,000, the OIC’s 2017–2018 allocation process is not complete and still subject to adjustment. The budget for 2017–2018, currently includes an amount of $30,000 for internal audit, with the TRA/TVA audit ($24,000) budgeted under IT expenditures and is a separate line item. Due to limited overall resources at the OIC, the audit and evaluation plan will have to fit within the allocated annual budget.

It is expected that the OIC will achieve coverage of its highest audit and evaluation priorities over the three-year planning horizon. When the feasibility or value of either conducting or continuing an audit or evaluation project is in question—due to factors such as new priorities, or lack of resources or subject-matter expertise—the Chief Audit Executive will bring this to the attention of the Audit and Evaluation Committee for consideration and approval.

Detailed Audit and Evaluation Plan (2017–2020)

The table below provides the scope, objective and rationale for each of the audit and evaluation projects proposed for 2017 to 2020. The rationale includes, where applicable, a mapping to the identified key risks facing the OIC and a reference to the audit priority rating detailed in Appendix D. It should be noted that final scope, objectives and estimated budgets for the proposed audits/evaluations may be modified depending on the results of the planning phases of each of the respective projects. In addition to the audit projects below, internal auditors will continue to attend key management and Audit and Evaluation Committee meetings, conduct follow-ups on previous audits (as appropriate), and develop the engagement scope for projects identified in the RBAEP.

Year Audit Project Name Primary Entity Estimated Budget Audit Scope, Objective and Rationale

2017–2018

Treat Risk Assessment (TRA) and Threat Vulnerability Assessment (TVA)

Information Technology (IT)

$24,000

Scope: OIC network analysis and gather information

Objective: To assess the level of vulnerability of the OIC network with relation to external threats i) conduct interviews of stakeholders and system owners at the OIC; ii) conduct penetration testing; and iii) provide a report and conduct an on-site debriefing.

Rationale: High audit requirement, 4.1 Impact and 2.6 Probability. This audit is seen as essential as the OIC launches its online complaint form. The risk of disclosing confidential information, including personal information, is of greatest concern to the OIC.

2018–2019

Review of employee recruitment, retention and performance

Human Resources (HR)

$30,000

Scope: A review of OIC HR practices

Objective: Not an in-depth audit, but a review of the following OIC HR practices i) effectiveness of employee performance evaluation; ii) effectiveness of Talent Management program, iii) employee turnover, and iv) exit interviews.

Rationale: High audit requirement, 3.3 Impact and 3.4 Probability. During the interviews of Management and the Strategic Planning meeting, the need to recruit high performing employees in several key positions was identified as a high priority.

2018–2019

Audit of Procurement and Contracting

Canadian Human Rights Commission (CHRC)

$35,000

Scope: Management practices and assessment of controls related to procurement and contracting at CHRC.

Objective: Assess the operational efficiency, accuracy and compliance of procurement and contracting practices and processes as well as the extent to which procurement activities support business lines and organizational objectives.

Rationale: High audit requirement, 3.3 Impact and 3.3 Probability. The OIC has reached an agreement to have its contracting and procurement services to CHRC. Considering the complexity and stringent policies around federal procurement and contracting policies, the inherent reputational risk associated with these activities, an audit of this activity is highly recommended.

2019–2020

Audit of Information Management and Physical Security

Corporate Services

$25,000

Scope: Management practices and assessment of controls related to information management.

Objective: Assess the operational effectiveness of information management practices and compliance with recommendations made in the RHEA audit, notably as they relate to the retention and disposition of sensitive and restricted documents.

Rationale: High audit requirement, 3.2 Impact and 2.3 Probability. Considering the sensitivity of the information retained by the OIC, and the reputational risk to the OIC in the case of improper management of private or restricted information, an audit of this activity is highly recommended.

2019–2020

Evaluation of Investigations

Complaints Resolution and Compliance

$25,000

Scope: The Investigations program.

Objective: Address, as per the TB Policy on Results, the relevance and performance of the investigations program. The evaluation should consider the evolving nature of investigations through an analysis of the portfolio of complaints (e.g. source, targeted institution, complaint type), as well as the new context in which the program is operating (e.g. legislative changes).

Rationale: High evaluation requirement, 4.2 Impact and 3.6 Probability. Considering that the Investigations program is the key program at the OIC, an evaluation of this activity is recommended every few years.

Appendix A: OIC Key Organizational Risks Identified for 2014–2018

Rank Auditable Entry Risks Identified Relevance in 2017
1 Financial resource constraints The risk that successive and significant budget cuts have placed the OIC at the limit of its financial and organizational flexibility. The OIC still lacks sufficient funds to meet its mandate.
2 Changing complaints picture The risk that continued significant increases in complaints received could seriously stretch OIC’s investigative resources, possibly resulting in a growing inventory of complaints. A further risk is that institutions may not be able to respond to investigative queries in a timely manner, which could result in the OIC having to follow more formal processes, in increased litigation and, ultimately, in there being a negative impact on requestors’ rights. The OIC still faces this challenge in 2017. In fact, the number of complaints has only risen since 2014, however resources have remained stagnant. Also see relevance comments under # 4 below.
3 Workforce The risk that the 2013–2014 office move will have a negative impact on OIC’s productivity. Productivity will be diminished during the move and there will be a period of diminished efficiency as the workforce adjusts to the new tools and space under Workplace 2.0. This risk is compounded by OIC’s operating with a streamlined Corporate Services group in which corporate knowledge of key organizational information, skills and expertise is retained by a limited number of individuals. Office move is complete. As an Agent of Parliament with less than 100 FTEs, workforce turnover is a constant risk.
4 Change management The risk that ongoing organizational changes across key functional areas, core processes and systems, combined with the physical move to a Workplace 2.0 environment in 2013–2014, will divert management focus and OIC resources away from their key function of ensuring efficient investigations and quality resolution of complaints. Office move is complete. As legislative changes to the Access to Information Act have been tabled, there could be future changes to the number of complaints and operations at the OIC.
5 Information technology (IT) and management (IM) security The risk that the office relocation will present challenges related to meeting physical and IT-related policy requirements in light of vulnerabilities linked to shared areas and technology platforms that impact on the OIC’s ability to demonstrate exemplary practices and/or on its reputation. Office move is complete. The impact of a security breach is considered very high and, therefore, this risk is perpetual.
6 Inadequate performance measures and targets The risk that the performance measurement framework and/or data collection strategy will not support ongoing monitoring and reporting of key performance indicators, and the timely identification and implementation of required corrective measures. Also, the risk that performance targets do not reflect the OIC’s current inventory, the growing complexity of investigations, the anticipated increase in litigation cases, financial and human resources constraints, as well as the impact of ongoing organizational and policy changes. The inability to meet planned targets could affect OIC’s reputation. The OIC has developed performance targets and goals for the investigators since the last RBAEP. These goals establish monthly targets for the number of complaints resolved per investigator and are monitored closely by senior management.

Appendix B: OCG Prioritization of the Audit Universe – Small Department Risks

Rank Auditable Entry Risk level OCG Risks Identified

 

1

Information Technology Management

Very High

  • Risk that the IT/IM government-wide transformation agenda, including government-wide systems, does not meet the needs of SDs and disrupts their ability to deliver programs and services.
  • Risk that SDs place a higher priority on IT at the expense of IM.
  • Risk that IM has not been integrated into all aspects of operations.
  • Risk that there is a lack of awareness in SDs regarding the role that IT security controls in SDs play in the larger government-wide IT security posture.

2

Compensation

Very High

  • Risk of insufficient experience, skills and knowledge related to compensation and the pay system, including applicable policies and collective agreements.
  • Risk that roles, responsibilities and accountabilities related to compensation and the pay system are not clear.
  • Risk of inadequate internal controls related to pay transactions.

3

Management of Shared and Common Services

Very High

  • Risk that accountabilities, responsibilities and performance expectations between service providers and SDs are not clear.
  • Risk that service providers do not meet the needs of SDs, which could impact on the ability of SDs to deliver on departmental mandates.
  • Risk that, during periods of transition to shared or common services, internal controls are inadequate.
  • Risk that cost savings resulting from common or shared services cannot be measured or realized.

4

Workforce Management

Very High

  • Risk of an insufficient number of employees who have the breadth and depth of experience necessary to complete increasingly complex activities or address competing priorities.
  • Risk of insufficient human resources to manage service arrangements with new service providers following transitions to shared or common services.
  • Risk of losing qualified employees to larger organizations that have more opportunities for advancement.
  • Risk of inadequate tools and training available to employees to realize their roles and responsibilities.
  • Risk of inadequate tools and personnel available to assist in overcoming mental health challenges.

5

Security Management

Very High

  • Risk of security considerations not being incorporated into business processes.
  • Risk that the physical security and emergency management requirements for public servants and physical assets are not addressed.
  • Risk that the security of IT systems managed by service providers is inadequate for SDs.
  • Risk of insufficient experience or knowledge to adequately protect classified information.

6

Contracting and Procurement

High

  • Risk of insufficient experience, skills and knowledge in the area of contracting and procurement.
  • Risk of non-compliance with applicable contracting and procurement policy instruments.
  • Risk of inadequate internal controls over contracting and procurement activities.
  • Risk of ineffective or inefficient use of procurement vehicles.

7

Regulatory Management

High

  • Risk that regulations are not achieving their objectives or that achievement of regulatory objectives cannot be measured.
  • Risk of inadequate oversight and enforcement over compliance with regulations and consistency of application.
  • Risk of inadequate stakeholder consultation in drafting regulations.

8

Management and Oversight (financial and non-financial information for decision making)

High

  • Risk of insufficient capacity (including tools, experience and knowledge) to efficiently address corporate reporting requirements.
  • Risk that corporate requirements are not tailored for SDs.
  • Risk of inadequate governance structures for supporting oversight and management (including delegation of authorities).
  • Risk of insufficient documentation supporting decision making.

9

Investment Planning and Project Management

High

  • Risk that investments are not aligned with departmental mandate.
  • Risk of inadequate internal costing capacity or overspending on developing internal costing capacity.
  • Risk that the needs of SDs are not considered in government-wide projects.
  • Risk that roles, responsibilities and accountabilities related to large projects are not clear.
  • Risk of insufficient experience, skills and knowledge in the area of project management.

Appendix C: OIC Interview Results and Risk Evaluation

Interviewee 1 2 3 4 5 6 7 8 9 10 11 12 Totals
Risks I P I P I P I P I P I P I P I P I P I P I P I P I P Total Score
Information Technology Management     4 2         5 3 5 2 4 3     5 2 5 2 4 1 4 1 4.5 2.0 3.3
Compensation 2 5 2 5 5 5 2 5 1 5 2 5 2 5     2 5 2 5 1 1 1 1 2.0 4.3 3.1
Management of Shared and Common Services 2 2 4 4 4 4             3 3 3 3 2 5 3 3 3 3 3 3 3.0 3.3 3.2
Workforce Management 3 2 3 4 3 3 3 4 3 3 4 4 3 4 5 5 2 2 4 3         3.3 3.4 3.3
Security Management     1 1 4 2 3 3 5 3             2 2     4 3 4 3 3.3 2.4 2.9
Contracting and Procurement 4 4 4 2 3 5                     2 2             3.3 3.3 3.3
Regulatory Management – Legislative Changes to Act     4 4 5 2 5 2 5 2 4 3 5 5 5 5 2 5 3 5 4 3 4 3 4.2 3.5 3.9
Management and Oversight 
(financial and non-financial information for decision making)
3 3                                     4 2 4 2 3.5 2.2 2.8
Investment Planning and Project Management 3 3     4 4 1 1                         1 2 1 2 1.9 2.3 2.1
Changing complaints picture     4 4     5 2 5 2 2 4                         4.0 3.0 3.5
Change management 1 1 4 4     1 1     2 4                 3 3 3 3 2.3 2.7 2.5
Inadequate performance measures and targets 1 1 1 1 1 2     1 1 1 1                         1.0 1.2 1.1
  • Eleven interviews were conducted in person and one over email
  • Interviewees only ranked risks that applied to their area of expertise
  • Risks were ranked from low (1) to high (5) for Impact (I) and Probability (P)

Appendix D: OIC Risk Heat Map

OIC Risk Heat Map

Text Version

This graph plots each risks identified by the Office of the Information Commissioner of Canada in the risk-based audit and evaluation plan on an X and Y axis. The X axis scales the impact that a risk may have on the organization on a scale of 1 to 5, with 5 having the biggest impact. The Y axis scales the probability that a risk may occur on a scale of 1 to 5, with 5 being the most probable. The graph is divided into four equal quadrants. In the lower left quadrant, or the least risky, are Investment Planning & Project Management, as well as Performance Targets. In lower right quadrant, low probability but high impact, are Security, Financial Management and IT. In the upper left quadrant, highly probable but less impactful, are Compensation and Change Management. In the top right quadrant, the most risky, are Common Services, HR, Procurement, Regulatory Management and the Changing Complaints Picture.

 

Appendix E: Organization Chart

Organization Chart

Text Version

This hierarchal chart shows the organizational chart at the Office of the Information Commissioner. The Information Commissioner is at the top of the hierarchy as the head of the organization. On the second level, there are two Deputy Commissioners. On the left, is the Deputy Commissioner of Investigations & Governance and Chief Financial Officer. Linked below is the Investigations Branch and Corporate Services. On the right is the Deputy Commissioner of Legal Services and Parliamentary Affairs. Linked below are the Legal Services Branch as well as the Communications, Policy and Parliamentary Affairs and ATIP branches.

 
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