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|Response to Parliamentary Committees|
The HRSDC portfolio tabled four Government Responses to parliamentary committee reports between April 1, 2009 and March 31, 2010.
|Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)|
Auditor General’s 2009 Spring Report – Chapter 1
Objective: The objective of this audit was to determine whether selected departments whose responsibilities can impact men and women differently, can provide evidence that they are conducting, and the central agencies can provide evidence that they are reviewing, gender-based analyses to adequately support decision making on policy and program spending initiatives.
Gender-based analysis is an analytical tool that can be used to assess how the impact of policies and programs on women might differ from their impact on men.
The audit noted that HRSDC was one of the four departments that had taken measures to implement gender-based analyses. It further recognized that the Department’s relocation of its Gender-Based Analysis unit within the Strategic Policy and Research Branch, allows the Unit to exercise a challenge role through the Department’s policy and planning committees. The chapter notes that the Gender-Based Analysis Unit has staff and tools to help employees perform gender-based analyses; it provides training publicized in various ways, and is rebuilding the advisers’ network.
The audit can be found at:
Auditor General’s 2009 Fall Report – Chapter 1
Objective: The overall objective of this audit was to determine whether selected departments and the Treasury Board of Canada Secretariat are meeting the needs for effectiveness evaluation and are identifying and making improvements in effectiveness evaluation.
The audit found that HRSDC and the five other departments examined, followed systematic processes to plan their effectiveness evaluations. As well, most planned evaluations were completed. The audit further noted that the evaluations conducted by the six departments only covered a small proportion of overall departmental expenses, and most of the evaluations examined were hampered by inadequate data. The audit concluded that improvements are required in the departments, and in the oversight and support activities of Treasury Board of Canada Secretariat, in order to remedy the situation.
Four of the chapter’s seven recommendations are jointly directed at HRSDC and four other audited departments. The Department accepts the chapter’s recommendations and has developed a robust management action plan to address the observations made in the report.
The government’s response can be found at:
Auditor General’s 2009 Fall Report – Chapter 2
Objective: The objective of this audit was to determine whether Citizenship and Immigration Canada and Human Resources and Skills Development Canada (HRSDC) efficiently and effectively handle program planning and delivery to facilitate the entry of permanent and temporary foreign workers into Canada. Overall, the audit found that current practices within Citizenship and Immigration Canada and HRSDC do not ensure that foreign worker programs are delivered efficiently and effectively. It further noted that HRSDC and Citizenship and Immigration Canada have not defined their respective roles and responsibilities in assessing the genuineness of job offers and how that assessment is to be carried out. Four of the chapter’s eleven recommendations are directed at HRSDC, three of which are joint with Citizenship and Immigration Canada. The Department has taken significant corrective measures to address all observations highlighted in the report.
The government’s response can be found at:
|External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages)|
Public Service Commission of Canada (PSC) – 2008-2009 Annual Report
Objective: This report provides Parliament with an integrated assessment of the overall integrity of the merit system based on the results of the Public Service Commission’s monitoring, studies, surveys audits and investigations.
HRSDC is referenced in the report because of its participation in the following two PSC initiatives – Labour Program’s consultation in PSC’s development of a methodology and data collection process to gather more accurate and reliable statistical data on employment equity; and the Department’s use of PSC’s customized assessment service to help identify future leaders within the Department.
Chapter 7: Enabling departments and agencies
Objective: This report assesses the support the Public Service Commission provides to organizations to enable them to exercise more fully their delegated authorities and achieve a values-based appointment system.
HRSDC is referenced in the report because of its participation in the launch of the PSC’s first e-test centres in fiscal year 2008-2009. The Department is further recognized as one of the "few departments" where the employment of Aboriginal peoples is concentrated within the Public Service.
The audits can be found at: