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Management Accountability Framework - Frequently Asked Questions

Frequently Asked Questions

The Management Accountability Framework (MAF), in its simplest form, is a set of 10 statements summarizing the Treasury Board of Canada Secretariat's (TBS) and the Public Service Human Resources Management Agency of Canada's (PSHRMAC) expectations for modern public service management. It was developed to provide public service managers, especially deputy heads, with a clear list of management expectations within an overall framework for high organizational performance.
TBS, PSHRMAC and departments and agencies are working together to improve management practices in many areas reflected in this Framework.

We need the Framework for several reasons:

The Framework will help to reinforce sound management in the public service by providing public service managers with a comprehensive and integrated model for management and for management improvement;
Through the use of clear indicators and measures that can be used to gauge performance over time, the Framework will help managers, deputy heads, and central agencies to assess progress and to strengthen accountability for management results;
It continues our management reform efforts and builds upon the commitment and momentum achieved through Modern Comptrollership.

TBS has used the Framework with a focus on deputy heads. Deputy heads will, in turn, ensure its use at all levels of management to raise the overall level of organizational performance.
The initial focus on deputy heads recognizes that effective leadership creates the conditions for management excellence.
Leadership is exercised most effectively by ensuring that the 10 elements of the Framework are in place and working well together. (i.e.: Governance and Strategic Direction; Public Service Values; Policy and Programs; People; Citizen Focused Service; Risk Management; Stewardship; Accountability; Results and Performance; Learning, Innovation and Change Management).
All public service managers can and should use the Framework to improve management within their organizations.

The Framework defines expectations of sound management that are relevant at all levels of the public service.
The ten elements of the Framework provide managers with a comprehensive overview of what constitutes high organizational performance and they also provide managers with a checklist to guide them as they improve management.
The MAF indicators can help managers measure progress and strengthen their accountability for management results in their organizations.

The Framework will be used initially in several ways:
First, it will be used as a basis for dialogue between Treasury Board of Canada Secretariat (TBS)/Public Service Human Resources of Canada (PSHRMAC) and deputy heads on the state of management practices in their organizations and on priorities for management improvement.
Second, it will frame input from TBS into the Privy Council Office's process for assessing the performance of deputy heads in managing their departments and agencies.
More broadly, the Framework will help integrate and streamline management reporting and information management inside TBS/PSHRMAC. It will also provide a framework for dialogue on management results with departments and agencies, and it will integrate TBS/PSHRMAC management improvement initiatives and policies.

The Framework was developed in accordance with the Modern Comptrollership strategy. In fact, seven of the ten elements of the Framework are based upon the Modern Comptrollership Initiative.
The MAF is a means to build upon and sustain the momentum achieved through Modern Comptrollership.

The Public Service Modernization Act is part of a broader government commitment to modernize how we manage and to improve how we provide services and advice in a diverse and changing world.
There is a need to clarify responsibilities and accountability as we move forward. The Management Accountability Framework is a tool that allows deputy heads and other public service managers to ensure that their organizations are on the right course to sound management. It will assist in bringing about the positive effects that are essential to the legislative reform in areas like recruitment, labour relations, workplace well-being and learning.

These three documents are important, non-legislative building blocks for our work toward modernizing public service management. Together they support the broader commitment to a robust management regime and strengthened accountability at all levels.
Guidance to Deputy Ministers explains the responsibilities of deputy heads to support ministers and to provide the leadership for a public service culture grounded in values that aim to achieve results for Canadians though sound management.
The Management Accountability Framework reflects the priority that the government attaches to management. It sets out clear management expectations across government.
The Values and Ethics Code for the Public Service underscores our commitment to advise and serve responsibly, impartially, and free of undue influence.
These measures will help deputy heads and all public service managers to fulfil their roles responsibly and account for performance achieved.

The Framework will be used for improved departmental reporting to Parliament on management plans and performance. It will assist departments in framing how they report on their management practices.
By improving how departments and agencies report on their management activities, the Framework should provide members of Parliament with better information on management practices and performance. Other reporting activities are also being considered.