Report on the Audit of the Aboriginal & Other Communities & Organizations Funds Program

Recommendation

Report Page Number

Action Plan

Responsible Manager

Planned / Implemen-tation Date

Status 2005

1. CAFC Senior Management should undertake a strategic analysis on the appropriateness of the

co-management regime for the AOCO Fund Program to confirm the that the existing approach enables CFAC to fulfill its accountability and performance reporting requirements.

Planning and coordination for all AOCO contributions to be managed by the Policy, Communications and Consultation Directorate.

Directorate(s) with program responsibility would remain point of contact with AOCO applicants/contributions.

James Deacon

Summer/Fall 2005

2. The Licensing Directorate in consultation with the Policy, Communications and Consultation Directorate, co-develop and document a Communications Strategy which includes:

• A discussion of the major issues related to the Program that have received a high media and public profile;
• Those people or groups to be targeted when developing and delivering the communications messages and activities;
• Three or four succinct speaking points that will be used by designated spokespeople when publicly discussing the initiative. The speaking points should capture the Program’s overall goals and highlights; and,
• The products and tools to be used to deliver communications messages to target audiences.

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Policy, Communications and Consultation, as part of the planning for contributions funding, to lead the development a communications strategy focused on two tracks:

• ensuring awareness of AOCO fund among stakeholders, on a targeted basis; and

• ensuring consistent messaging to AOCO applicants/recipients on program approach and mandate

James Deacon

Summer/Fall 2005

The Licensing Directorate should:

• Ensure that applications for funding include:
• Objectives, accomplishments and financial statements of the applicant;
• Description of the project including goals and objectives linked to CAFC mandates;
• Work plans;
• Itemized budget;
• Expected benefits; and
• Deliverables.
• Ensure that recipient applications are kept in working files; and
• Document all the criteria to be used for evaluating applications.

Establish CAFC Contributions Committee. - Chaired by Policy, Communications and Consultation - Including reps from Finance, Operations Adapt standards and objectives used already by Policy, Communications and Consultation for contributions to Aborginal groups to all categories of recipient organizations. Apply this standard methodology to all AOCO applicants/ recipients.

James Deacon

Summer/Fall 2005

4. The Licensing Directorate should ensure payment provisions in Contribution Agreements are consistent with Treasury Board policy and Program Terms and Conditions.

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All AOCO contributions will be managed by Policy, Communications and Consultation. Directorate(s) with program responsibility would remain point of contact with recipients/applicants and ensuring that funding recipients meet obligations under funding arrangements consistent with TB authorities. Adopting a standard CAFC approach for all AOCO applicants/ recipients will ensure consistency with TB policy, etc

James Deacon/ John Brunet

Summer/Fall 2005

5. The Licensing Directorate and Policy, Communications and Consultation Directorate should ensure that ongoing performance measurement occurs throughout the Funding Program as per the RMAF.

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Planning and coordination for performance measurement indicators for all AOCO Contributions Agreements will be developed in conjunction with the Performance Measurement Working Group initiative on Performance Measurement through liaison with the Policy, Communications and Consultation Directorate.

Directorate(s) with program responsibility would remain point of contact with recipients/applicants and ensure that funding recipients meet obligations under funding arrangements consistent with TB authorities.

James Deacon

Summer/Fall 2005

6. The Licensing Directorate should develop procedures to ensure appropriate working files that include the following elements:

• A copy of the recipient’s application for funding which contains the applicant’s information and the project information;
• Evidence that the application was reviewed to ensure it met the Program’s basic Terms and Conditions;
• The applicant’s work plan or list of activities;
• An approved authorization to enter into the Contribution Agreement;
• Signed Contribution Agreement;
• Evidence of a program officer’s review of the statement(s) of expense claims and approval of payment;
• Evidence of project monitoring; and
• Final project reports.

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Planning and coordination for performance measurement indicators for all AOCO Contributions Agreements will be developed in conjunction with the Performance Measurement Working Group initiative on Performance Measurement through liaison with the Policy, Communications and Consultation Directorate.

Directorate(s) with program responsibility would remain point of contact with recipients/applicants and ensure that funding recipients meet obligations under funding arrangements consistent with TB authorities.

James Deacon

Summer/Fall 2005