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  6 Vérification du Burea...  
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Le BST est d’accord avec les conclusions et les recommandations de ce rapport et a développé un plan d’action lequel aborde les recommandations présentées dans ce rapport. Certaines mesures ont déjà été mises en œuvre et les autres seront mises en œuvre d’ici septembre 2012.
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The TSB agrees with the findings and recommendations of this report and has developed a comprehensive Management Action Plan that addresses recommendations outlined in this report. Some measures have already been implemented and the remaining will be implemented by September 2012.
  6 Vérification du Burea...  
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6.20 L’administratrice générale du BST avait confié aux conseillers en RH la responsabilité d’assurer en permanence la surveillance et la tenue à jour des dossiers de dotation. En 2010, le BST avait effectué son propre exercice de surveillance des dossiers de nomination de 2008 et 2009.
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6.20 The deputy head of the TSB assigned the responsibility to HR advisors for the ongoing monitoring and maintenance of staffing files. In 2010, the TSB conducted its own monitoring exercise on appointment files from 2008 and 2009. The TSB presented its findings and action plan to the Executive Committee only in 2011. The monitoring exercise identified inadequate documentation as a main area of concern. An action plan was developed. We found that most of the action items in the plan were identified as being completed, including the establishment of a file review checklist.
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Par intervenants, nous faisons allusion, entre autres, aux représentants subdélégués, aux conseillers en ressources humaines (RH), aux agents négociateurs et aux membres du Comité exécutif. Au cours de la période visée par la vérification, le BST a communiqué ses lignes directrices organisationnelles à tous les représentants subdélégués, aux autres employés et aux agents négociateurs.
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6.12 We found that stakeholders were consulted in the development and revision of the three mandatory policies. The stakeholders included sub-delegated officials, human resources (HR) advisors, bargaining agents and Executive Committee members. During the scope of the audit, the TSB’s organizational policies were communicated and made accessible through the organization’s intranet to all sub-delegated officials, other employees and bargaining agents.
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6.20 L’administratrice générale du BST avait confié aux conseillers en RH la responsabilité d’assurer en permanence la surveillance et la tenue à jour des dossiers de dotation. En 2010, le BST avait effectué son propre exercice de surveillance des dossiers de nomination de 2008 et 2009.
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6.20 The deputy head of the TSB assigned the responsibility to HR advisors for the ongoing monitoring and maintenance of staffing files. In 2010, the TSB conducted its own monitoring exercise on appointment files from 2008 and 2009. The TSB presented its findings and action plan to the Executive Committee only in 2011. The monitoring exercise identified inadequate documentation as a main area of concern. An action plan was developed. We found that most of the action items in the plan were identified as being completed, including the establishment of a file review checklist.
  6 Vérification du Burea...  
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6.28 Les lacunes relevées dans l’élaboration et l’utilisation des outils d’évaluation ont fait en sorte que le mérite n’a pas été respecté ou démontré dans le tiers des nominations effectuées au BST. L’administratrice générale avait confié aux représentants subdélégués la responsabilité relative à l’élaboration et à la sélection des outils d’évaluation, et aux conseillers en RH, celle de les appuyer.
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6.28 The weaknesses found in the development and use of the assessment tools resulted in merit not being demonstrated or not met in one third of the TSB’s appointments. The deputy head placed the responsibility of the selection and development of the assessment tools on the sub-delegated officials, with advice from the HR advisors. Weaknesses in the assessment tools may be attributable to the infrequency of sub-delegated officials using their authority, and sub-delegated officials not seeking the advice of HR in the development and use of the tools. Refer to recommendation 2 at the end of this report.
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6.20 L’administratrice générale du BST avait confié aux conseillers en RH la responsabilité d’assurer en permanence la surveillance et la tenue à jour des dossiers de dotation. En 2010, le BST avait effectué son propre exercice de surveillance des dossiers de nomination de 2008 et 2009.
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6.20 The deputy head of the TSB assigned the responsibility to HR advisors for the ongoing monitoring and maintenance of staffing files. In 2010, the TSB conducted its own monitoring exercise on appointment files from 2008 and 2009. The TSB presented its findings and action plan to the Executive Committee only in 2011. The monitoring exercise identified inadequate documentation as a main area of concern. An action plan was developed. We found that most of the action items in the plan were identified as being completed, including the establishment of a file review checklist.
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La CFP fera le suivi des mesures prises par le BST pour donner suite aux recommandations découlant de la vérification dans le cadre de ses activités de surveillance régulières, y compris la publication annuelle du Rapport ministériel sur l’obligation de rendre compte en dotation.
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The PSC will monitor the TSB’s follow-up action to the audit recommendations through its regular monitoring activities, including the annual Departmental Staffing Accountability Report; as a result, the PSC has decided not to amend the existing delegation agreement with the deputy head of the TSB.
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6.14 Nous avons observé que l’administratrice générale du BST disposait de deux plans d’activités touchant la période visée par la vérification. Ces plans donnaient un aperçu des stratégies à adopter pour réaliser ses priorités en matière de dotation, dont le transfert du savoir, le renforcement de la capacité et l’examen du programme de formation.
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6.14 We found that the deputy head of the TSB had two business plans covering the period of the audit and outlining strategies to be used to achieve its staffing priorities, such as knowledge transfer, capacity building and training program review. The approved TSB Business Plans were posted on the organization’s intranet. We also found that an e-mail was sent to all staff, inviting them to familiarize themselves with the plan and with upcoming projects, activities and staffing opportunities.
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6.2 Le BST est un organisme indépendant dont l’objectif consiste à promouvoir la sécurité des transports. Il s’acquitte de son mandat en procédant à des enquêtes indépendantes sur les événements de transport choisis.
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6.5 The organization carried out 33 appointments within the scope of this audit. As part of our audit, we conducted interviews, analyzed relevant documentation and audited a representative sample of 24 appointments. This sample of 24 appointments provides an estimate of the population accurate within +/- 10%, 90% of the time, given a deviation rate of 20% or less. This single sample is sufficient given that the objective was to provide an overall estimate of compliance.
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6.32 Le premier objectif de la vérification consistait à déterminer si le BST avait un cadre, des pratiques et des systèmes adéquats en place pour gérer ses activités de nomination. Nous avons constaté que l’administratrice générale du BST avait mis en place des lignes directrices et des stratégies de dotation appropriées.
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6.32 The first objective of the audit was to determine whether the TSB had an appropriate framework, systems and practices in place to manage its appointment activities. We found that the deputy head of the TSB had established appropriate policies and staffing strategies. The strategies were monitored and adjusted, as required. We found weaknesses in the TSB’s monitoring practices over appointments to ensure that adequate documentation was on file, assessment tools demonstrated merit and priority clearances were appropriately performed.
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6.14 Nous avons observé que l’administratrice générale du BST disposait de deux plans d’activités touchant la période visée par la vérification. Ces plans donnaient un aperçu des stratégies à adopter pour réaliser ses priorités en matière de dotation, dont le transfert du savoir, le renforcement de la capacité et l’examen du programme de formation.
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6.14 We found that the deputy head of the TSB had two business plans covering the period of the audit and outlining strategies to be used to achieve its staffing priorities, such as knowledge transfer, capacity building and training program review. The approved TSB Business Plans were posted on the organization’s intranet. We also found that an e-mail was sent to all staff, inviting them to familiarize themselves with the plan and with upcoming projects, activities and staffing opportunities.
  6 Vérification du Burea...  
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L’organisation doit prendre en considération la candidature des bénéficiaires de priorité et doit également obtenir une autorisation en matière de priorité auprès de la CFP avant d’effectuer une nomination. Selon le schéma du processus de subdélégation des pouvoirs de dotation du BST, un des rôles des conseillers en RH consiste à préparer les demandes d’autorisation en matière de priorité.
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6.29 The PSEA and the PSER provide an entitlement, for a limited period, for certain persons who meet specific conditions to be appointed in priority to others. The organization must take into consideration persons with priority entitlements, and must also obtain a priority clearance from the PSC before making an appointment. One of the roles of the HR advisors identified in the TSB’s sub-delegation staffing process chart was the preparation of the priority clearance requests.
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La CFP fera le suivi des mesures prises par le BST pour donner suite aux recommandations découlant de la vérification dans le cadre de ses activités de surveillance régulières, y compris la publication annuelle du Rapport ministériel sur l’obligation de rendre compte en dotation.
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The PSC will monitor the TSB’s follow-up action to the audit recommendations through its regular monitoring activities, including the annual Departmental Staffing Accountability Report; as a result, the PSC has decided not to amend the existing delegation agreement with the deputy head of the TSB.
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6.8 L’instrument de subdélégation du BST, ou Cadre de subdélégation en dotation, était conforme aux exigences de la CFP. Ce cadre comportait quatre éléments : des lignes directrices sur la subdélégation des pouvoirs de dotation, le tableau de subdélégation des pouvoirs de dotation, le schéma du processus de subdélégation de ces pouvoirs et la directive sur la surveillance de la subdélégation de tels pouvoirs.
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6.10 The PSC expects deputy heads to establish mandatory appointment policies for area of selection, corrective action and revocation, as well as criteria for the use of non-advertised processes. The PSC also expects other appointment policies that organizations develop to be compliant with the PSEA, the PSER and the PSC Appointment Framework.
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6.23 Une surveillance active a été exercée par le BST; cependant, les mesures prises pour corriger les lacunes décelées n’ont pas permis de faire en sorte que les documents clés soient versés dans les dossiers de nomination.
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6.23 Active monitoring was conducted by the TSB; however, the measures taken to address the issues found did not result in the required key documentation being placed in the appointment files. These documents, either missing or incomplete, have resulted in some processes where the guiding values of the PSEA have not been demonstrated. Refer to recommendation 1 at the end of this report.
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Le BST avait, avant le début de la vérification, identifié des défis de nature administrative concernant les autorisations en matière de priorité. Depuis, des mesures correctives ont été prises et un niveau supplémentaire de revue a été mis en place afin d’assurer l’intégrité et l’efficacité du processus d’autorisation en matière de priorité.
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The TSB had already identified administrative issues with priority clearances prior to the start of the audit. Corrective actions have since been taken and an additional level of review was implemented to ensure the integrity and effectiveness of the priority clearance process.
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6.8 L’instrument de subdélégation du BST, ou Cadre de subdélégation en dotation, était conforme aux exigences de la CFP. Ce cadre comportait quatre éléments : des lignes directrices sur la subdélégation des pouvoirs de dotation, le tableau de subdélégation des pouvoirs de dotation, le schéma du processus de subdélégation de ces pouvoirs et la directive sur la surveillance de la subdélégation de tels pouvoirs.
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6.10 The PSC expects deputy heads to establish mandatory appointment policies for area of selection, corrective action and revocation, as well as criteria for the use of non-advertised processes. The PSC also expects other appointment policies that organizations develop to be compliant with the PSEA, the PSER and the PSC Appointment Framework.
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Le BST a déjà apporté des améliorations à son mécanisme de surveillance afin d’améliorer la qualité de la documentation contenue dans les dossiers de dotation. Les problèmes soulevés dans le cadre du processus de surveillance seront portés à l’attention de la haute direction et des mesures correctives seront prises en temps opportun.
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The TSB has already made improvements to its monitoring processes to improve the quality of documentation on staffing files. Any issues identified through monitoring will be raised to the attention of senior management and corrective actions will be taken in a timely manner.
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6.2 Le BST est un organisme indépendant dont l’objectif consiste à promouvoir la sécurité des transports. Il s’acquitte de son mandat en procédant à des enquêtes indépendantes sur les événements de transport choisis.
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6.5 The organization carried out 33 appointments within the scope of this audit. As part of our audit, we conducted interviews, analyzed relevant documentation and audited a representative sample of 24 appointments. This sample of 24 appointments provides an estimate of the population accurate within +/- 10%, 90% of the time, given a deviation rate of 20% or less. This single sample is sufficient given that the objective was to provide an overall estimate of compliance.
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6.17 L’administratrice générale du BST avait clairement défini les rôles, responsabilités et obligations redditionnelles de ses représentants subdélégués, du chef des RH et des conseillers en RH en ce qui concerne les pouvoirs de nomination et les pouvoirs connexes.
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6.17 The deputy head of the TSB clearly defined the roles, responsibilities and accountabilities of sub-delegated officials, the head of HR and HR advisors in relation to appointment and appointment-related authorities. These roles, responsibilities and accountabilities were detailed in the sub-delegation instrument that was communicated and made accessible to all employees.
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Courriel : Melanie.Dorion@bst-tsb.gc.ca
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Email: Melanie.Dorion@bst-tsb.gc.ca
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6.22 Nous avons également observé que l’administratrice générale du BST ne disposait d’aucun mécanisme de contrôle de la qualité des documents versés aux dossiers. Nous avons relevé des erreurs dans 67 % (16 sur 24) des nominations examinées.
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6.22 We found that the deputy head of the TSB did not have a mechanism to control the quality of the documentation on file. We found that 67% (16 out of 24) of the appointments we reviewed had various deficiencies, such as the following:
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6.32 Le premier objectif de la vérification consistait à déterminer si le BST avait un cadre, des pratiques et des systèmes adéquats en place pour gérer ses activités de nomination. Nous avons constaté que l’administratrice générale du BST avait mis en place des lignes directrices et des stratégies de dotation appropriées.
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6.32 The first objective of the audit was to determine whether the TSB had an appropriate framework, systems and practices in place to manage its appointment activities. We found that the deputy head of the TSB had established appropriate policies and staffing strategies. The strategies were monitored and adjusted, as required. We found weaknesses in the TSB’s monitoring practices over appointments to ensure that adequate documentation was on file, assessment tools demonstrated merit and priority clearances were appropriately performed.
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6.19 Pendant la période visée par la vérification, nous avons constaté que l’administratrice générale du BST avait mis en place un mécanisme de production de rapports de surveillance et d’examen afin de satisfaire aux exigences de la CFP.
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6.19 We found that, during the scope of the audit, the deputy head of the TSB established a monitoring reporting and review mechanism to meet mandatory PSC requirements. Year-to-date results of staffing were presented to the Executive Committee at mid-year.
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6.15 L’administratrice générale du BST a fait le suivi des résultats atteints par ses stratégies de dotation au moyen de rapports semestriels sur les mesures de dotation prises et les lacunes décelées.
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6.15 The deputy head of the TSB monitored the results of its staffing strategies by utilising semi-annual staffing actions and gap reports. Analysis of the variance between planned and actual staffing activities was performed and reported to the Executive Committee. Adjustments to the staffing plan were made throughout the year, as required, and on an annual basis, as part of the business planning cycle.
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6.33 Le second objectif consistait à déterminer si les nominations et les processus de nomination du BST étaient conformes prescriptions de la LEFP, du REFP, du Cadre de nomination de la CFP ainsi que de ses propres lignes directrices connexes en matière de nomination.
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6.33 The second objective was to determine whether appointments and appointment processes complied with the PSEA, the PSER, the PSC Appointment Framework and related organizational policies. We found that most appointments and appointment processes complied with the PSEA, the PSER and the PSC Appointment Framework. Although the majority of appointments we reviewed met merit, there were some appointments in which merit was not met or not demonstrated. We found that the majority of the appointments we reviewed had issues with demonstrating the guiding values. We noted that administrative errors, deficiencies in assessment tools and inadequate consideration of priorities had an impact on the demonstration of the guiding values.