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On the basis of a detailed case study of the government of Canada, this report examines how management accountability processes operating within public services may contribute to the promotion and enforcement of access laws. Canada’s access to information act (ATIA) came into force in 1983. In 2003, the central management department in the public service, the Treasury Board Secretariat, adopted the management accountability framework (MAF) to provide a consolidated basis for an annual appraisal of the management of departments and agencies and of the senior public servants who manage them. The report examines the intersection of the ATIA and the MAF to determine whether adding an access component to the internal management accountability processes has improved commitment to and compliance with Canada’s access law. Moving beyond legislation, government application of the law, and court interpretations, the case study uses elite interviews, official documents, online sources, and the available secondary literature to identify the multiple institutions and actors, their divergent interests and perspectives, and the formal and informal processes that shape how the ATIA and MAF processes work in practice. The study notes that access matters were given limited recognition in the design of the MAF and have received limited attention in the actual processes of appraising the performance of departments and agencies and senior public servants who lead and manage them. The conclusion is that including access in Canada’s MAF cannot completely counter internal and external developments and pressures pushing toward stricter control over information flows.
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