The Agency demonstrates a rigorous, systematic approach to accountability through performance management practices that support the effective achievement of priorities and program results.

Agency accountability structures and processes support the achievement of priorities and program results.

Additional improvements are required to meet minimum levels of acceptable accountability; achievement of priorities and program results may be at risk.

Achievement of priorities and program results are at risk due to serious deficiencies in accountability.

The Agency's accountability structure generates the optimal amount of co-ordination, innovation, and performance.

The Agency’s accountability structure generates an acceptable amount of coordination and accomplishment.

Deficiencies within the accountability structure of the Agency are identified and tentative steps are taken to address the issues.

Little or no corporate oversight exists regarding the development of appropriate accountability instruments.

High alignment and integration exists between the executive cadre performance agreements, the Agency’s priorities and the Board’s objectives.

Adequate alignment and integration exists between the executive cadre performance agreements and the Agency’s priorities and the Board’s objectives.

Policies, processes, and practices are currently in development and require further integration within the Agency.

There is little or no alignment between Agency priorities and management actions.

Accountabilities for results are clearly assigned and appropriate, and executive commitments are of high quality.

Accountabilities for results are assigned and executive commitments are of good quality.

The Agency possesses rigorous, systematic administrative functions that support the effective achievement of priorities and program results.

Agency administrative functions support the achievement of priorities and program results.

Additional improvements are required for administrative functions; achievement of priorities and program results may be at risk.

Achievement of priorities and program results are at risk due to serious deficiencies in administrative functions.

The management of risks on an enterprise-wide level is embedded into the Agency’s planning and management functions, including continually updated corporate and branch/regional risk inventories and mitigation strategies.

An enterprise risk management program exists, including corporate and branch/regional risk inventories and mitigation strategies.

Risks are managed in a non-systematic way at the business-unit level. Risk inventories and mitigation strategies exist in some areas.

Little consideration is given to the management of risks in the organization, leaving it vulnerable and reactive.

Comprehensive, risk-based, adequately resourced internal audit and program evaluation functions exist and inform enterprise risk management and business planning processes. Internal audit and program evaluation recommendations are acted upon, and their progress regularly tracked and reported to senior management.

Internal audit and program evaluation functions exist and sometimes inform enterprise risk management and business planning processes. Internal audit and program evaluation recommendations are sometimes acted upon and their progress tracked.

Internal audit and program evaluation functions exist but do not factor into business planning. Internal audit and program evaluation recommendations are seldom acted upon.

Internal audit and program evaluation functions are in development. The Agency does not assess the effectiveness and costs of its programs in a systematic, evidence-based way.

Sustainable development ( SD) is integrated into management systems and practices, and the CRA meets its SD targets.

A sustainable development strategy exists, including measures and targets.

A sustainable development strategy is in development.

Sustainable development does not form part of the Agency’s management or planning processes.

The Agency demonstrates a rigorous, systematic approach to resource management that supports the effective achievement of priorities and program results.

Agency resource management infrastructure and practices support the achievement of priorities and program results.

Additional improvements are required for resource management infrastructure and practices; achievement of priorities and program results may be at risk.

Achievement of priorities and program results are at risk due to serious deficiencies in resource management.

Clear and effective management policies governing Agency resources exist and are well communicated throughout the organization.

Management policies governing Agency resources exist and are well communicated throughout the organization.

Management policies governing Agency resources exist but are not well communicated in the organization.

Significant gaps exist in management policies governing Agency resources.

Appropriate investment decisions with respect to the Agency’s real property, accommodations, moveable assets, and information technology are based on rigorous cost/benefit analyses.

Investment decisions with respect to the Agency’s real property, accommodations, moveable assets, and information technology are sometimes based on cost/benefit analyses.

Cost/benefit analyses are seldom performed in investment decisions with respect to the Agency’s real property, accommodations, moveable assets, and information technology.

Little analysis informs investment decisions with respect to the Agency’s real property, accommodations, moveable assets, and information technology.

Sound financial controls exist and compliance is regularly monitored and reported to senior management; non-compliance is acted upon.

Sound financial controls exist and compliance is sometimes monitored and reported to senior management; non-compliance is sometimes acted upon.

Some financial controls exist but compliance is seldom monitored or reported to senior management; non-compliance is not acted upon.

Significant gaps in financial controls exist; no monitoring for compliance occurs.

A project management framework exists, including well-documented accountabilities and decision-making, monitoring, and reporting processes.

A project management framework exists, including well-documented accountabilities and decision-making processes.

A project management framework is in development.

Significant projects are not managed in a systematic way.

The Agency possesses a sound, comprehensive strategy for the delivery of its services, including clear goals, objectives, and measurement criteria.

The Agency possesses a strategy for the delivery of its services.

Deficiencies within the management of services are identified and tentative steps are taken to address the issues.

Services are delivered on an ad hoc basis to different client groups with little or no leveraging of existing and new infrastructure and knowledge.

Progress against the strategy is regularly assessed and reported to the Board of Management.

Progress against the strategy is regularly assessed and reported to senior management.

Policies, processes, and practices are currently in development and require further integration within the Agency.

Different clients receive different service experiences and infrastructure may be duplicated.

Client feedback results are acted upon and integrated into the business planning processes of the Agency.

Client feedback mechanisms exist, and the resulting data are acted upon.

Additional improvements are required to meet minimum levels of acceptable management.

Service targets are continually met and the Agency is well positioned to meet future service opportunities and challenges.

The Agency generally meets service targets.

The Agency possesses the strong leadership and rigorous infrastructure necessary for the timely and effective management of human resources, leading to achievement of priorities and program results.

The Agency possesses the leadership and infrastructure necessary for the timely and effective management of human resources in support of its priorities and program results.

Deficiencies in human resource management infrastructure and practices are identified and tentative steps are taken to address the issues; achievement of priorities and program results may be at risk.

Achievement of priorities and program results are at risk due to serious deficiencies in human resource management infrastructure and practices.

Clear and effective management policies governing human resources exist and are well communicated throughout the organization.

Management policies governing human resources exist and are well communicated throughout the organization.

Policies, processes, and practices are currently in development and require further integration within the Agency.

There is little or no development of appropriate policies, processes, and/or practices with respect to the management of Agency personnel.

Executive leaders are engaged in an ongoing dialogue with employees to ensure the Agency’s processes and work environment adapt to meet the needs of its workforce.

Executive leaders regularly communicate with employees and make corresponding improvements to Agency processes and the work environment responsive to the needs of its workforce.

The Agency has limited success in hiring and retaining necessary talent.

The Agency is unable to mobilize its employees to achieve Agency priorities.

The Agency is able to sustain capacity, attract quality people, and remain responsive to changing environments and new challenges.

The Agency is able to maintain capacity and attract the necessary talent.