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SECTION IV – OTHER ITEMS OF INTEREST

Corporate Management

Corporate management encompasses services provided in all aspects of the Commission’s administration. This includes secretariat support services, finance and administration, human resources, learning and professional development, planning, audit and evaluation, information management, information technology, and communications.

Initiatives with Significant Impact on Overall Commission Performance

In 2006–2007, the Commission continued to demonstrate its commitment to sound management practices outlined in the government-wide management agenda referred to as the Management Accountability Framework (MAF). During the period under review, the Treasury Board Secretariat (TBS) conducted its first assessment of the Commission’s MAF. The Commission was commended for the quality of its management in a number of areas including its values-based leadership and organizational culture; the extent to which its workplace is fair, enabling, healthy and safe; and the extent to which its workforce is productive, principled, sustainable and adaptable. During the current fiscal year, the Commission will focus on the management improvement priorities identified by TBS.

Specific priorities identified in the 2006–2007 RPP for the period under review pertain to the 10 key areas of the MAF:

Public Service Values

In the recent TBS assessment of the Commission’s MAF, the Commission was commended for achieving a strong performance in addressing professional, ethical and people values. During the reporting period, the Commission provided guidance, advice and encouragement on an ongoing basis to employees of all levels on matters related to the Government of Canada’s Values and Ethics Code. The four categories of values in the Code were promoted in day-to-day conversations with employees and in formal discussions and reports related to learning activities and professional development.

Governance and Strategic Direction

During the reporting period, the Commission continued to strengthen its accountability framework by reviewing and redesigning its governance structure. Early in 2007, the Commission developed a strategic framework in alignment with its vision and strategic outcome. This framework identifies key strategic areas for the period 2007–2010 and key outcomes to be achieved by 2010.

In 2006–2007, the Commission revised its Program Activity Architecture (PAA) to more clearly reflect its mandate and define its strategic outcome and program activities. During the current fiscal year, the Commission will focus on improving the analysis of performance information at the strategic outcome and program activity level by developing a performance measurement framework.

Results and Performance

The CHRC generates regular reports on financial and non-financial data to assess the relative value of its program initiatives. Senior executives review the financial situation report monthly as well as a “dashboard” of the Commission’s operational performance for the month. During the reporting period, as a result of regular performance review, the Commission was able to shift $1 million within program business lines to reflect evolving priorities such as the creation of the Knowledge Centre and enhancement of the Discrimination Prevention Program.

The recent TBS assessment of the Commission’s MAF found that attention is required (as it is with all government departments and agencies) to ensure that the Commission establishes a program evaluation capacity to meet the requirements of a new government-wide evaluation policy expected to take effect by 2008.

Policy and Programs

During the reporting period, the Commission strengthened its research, policy and analytical capacity to ensure high-quality advice to Commissioners, stakeholders and the Canadian public. This was done through the organizational restructuring exercise, which resulted in the creation of a Knowledge Centre. The 2006–2007 fiscal year was the first full year of operations for the Knowledge Centre, during which its mandate was implemented.

People

In 2006-2007, the Commission improved its integration of human resources planning with business planning through an in-depth brainstorming exercise and by seeking input from all employees. The Commission continues to implement the new Public Service Modernization Act (PSMA) through various activities, including collective staffing processes, assessment of candidates in staffing processes, developing new templates to facilitate staffing processes and ongoing training of managers and human resources advisors. Much effort was put into continuing the activities related to performance management. During the reporting period, career counselling and learning services were offered to employees at all levels to help them develop their plans and an approach to career management that would serve them personally, professionally and organizationally.

Citizen-Focused Service

In 2006–2007, the Commission continued to develop and revise its policies, programs and service standards, based on consultations with its internal and external stakeholders and in accordance with provisions of the new PSMA.

The Commission continues to invest in its electronic business applications, which will eventually enhance reporting and online service for Canadians. In 2007–2008, the Commission will develop a new Case and Audit Management System (CAMS) that will: 1) bring the current Case Management System and Employment Equity Audit Tracking System into a web-based format, which will be accessible to screen reader tools, such as JAWS, and will also reduce considerably the cost of implementing secure remote access to the applications; 2) implement workflow functionality to leverage technology to capture work efficiencies; and 3) develop links with the Commission’s Records Documentation and Information Management System to undertake all document requests coming from CAMS. To avoid future costs and to be compliant with the Management of Information Technology Security (MITS) standard of the TBS, CAMS will be developed based on the MITS security principles.

Risk Management

The Commission completed its risk management policy and integrated risk management framework in 2006–2007. Awareness training and risk management tools were provided to managers. Accountability accords, business plans and human resources plans include risk assessment with mitigation.

Stewardship

During the reporting period, the Commission ensured that the financial management control regime principles were clear and understandable. Internal controls, that take into account materiality, public sensitivity and risk, are identified through the Commission’s financial management authorities, spending limits, maintenance of accounting records and monitoring activities. Additional financial progress reports were developed and training sessions and workshops continued to be provided to staff. The Commission is compliant with its financial authorities and other delegations. All senior executives and managers validated their certification to exercise their delegated signing authorities prior to December 31, 2006, in line with the requirements stipulated in the new TBS policy.

During the recent TBS assessment of the Commission’s MAF, it was noted that the Commission has improved the accuracy and timeliness of its financial reporting information. All external reports dealing with Public Accounts were submitted on time.

Accountability

In 2006–2007, the Commission revised its financial delegations to ensure that authorities are clear and appropriate. Executive accountability accords (performance agreements) were modified to ensure that essential obligations are clearly delineated. Progress on performance agreement objectives is reviewed on a quarterly basis and a comprehensive review is completed at year-end. Cascading down, performance agreements and appraisals are completed annually for all managers and staff, and individual learning plans will continue to be completed for all.

Learning, Innovation and Change Management

The Commission continued to implement the organization and government learning standards with an evolving learning strategy. Practices are in place to demonstrate the Commission’s continuing commitment to the lifelong learning of its employees. All employees have individual learning plans and training objectives that are linked to business plan priorities, development of competencies and career progression.

In 2006–2007, the Commission updated its Learning Policy and components, and facilitated the integration of the new standards by encouraging the changes through many communication devices and tools. The Commission demonstrates its continued commitment to assist and provide tools and services that empower its employees to meet challenges and opportunities presented to them as public servants.

During the reporting period, the Commission demonstrated its commitment to build tools and processes to facilitate engagement at all levels and strengthen its capacity in measuring and evaluating organizational learning investments.

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