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Reflects the best forecast of total net planned spending to the end of the fiscal year. |
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** | Reflects the reductions to the Commission's planned spending as a result of the Expenditure Review Committee (ERC) exercise. |
The decrease of $1.6M between the 2005-2006 and the 2006-2007 total planned spending is attributed to:
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The decrease of $0.3M between the 2006-2007 and the 2007-2008 total planned spending is attributed to the temporary
funding received for the development of an electronic infrastructure to sunset in March 2007 (this funding is a reprofiling
from 2005-2006 due to an implementation delay).
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The decrease of $1.4M between the current and the previous Main Estimates is mainly attributed to:
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* These figures reflect adjustments made following the November 2005 restructuring.
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Table 7: Internal Audits and Evaluations
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Corporate Management encompasses services provided in all aspects of the Commission's administration. This includes
finance and administration, human resources, learning and development, planning, internal audit and evaluation, information
management/information technology and communications.
Governance and Strategic Direction
The leadership of the Commission is committed to a culture of innovation and continuous improvement in a context of good
management. In 2005-2006 the Commission completed an organizational re-structuring in order to better reflect its mandate
and to better support its business objectives. This re-structuring is the result of a three-year comprehensive change
initiative which has transformed the delivery of service in all aspects of the Commission's work.
Overall progress on strategic direction is monitored through monthly reporting to Commissioners on program results, as well
as the ongoing control of financial, human and material resources. A number of horizontal oversight committees are in place
to advise senior management in areas such as employment equity, health and safety, contracts, human resources and learning.
Corrective action is taken promptly when warranted.
Public Service Values
The Commission launched a formal dialogue on public sector values and ethics by providing awareness sessions and workshops to its staff. In 2006-2007, the Commission will operationalize values and ethics by relating them to day-to-day work concerns and issues. To this end, generic action plans will be developed to support management in the development of Branch and Sector plans.
Learning, Innovation and Change Management
The Commission is building the foundation of a learning organization. Practices have been put in place to demonstrate the
Commission's continuing commitment to the lifelong learning of its employees. The focus in the next few years will be to
have strong links with the modernization of human resources management in the Public Service, and meet the accountability
requirements under the People Component of the Management Accountability Framework (PCMAF).
It is expected that extra effort will be required to support the Commission in measuring and reporting on training,
development and learning. Evaluating the impact of investments in training, development and learning is a process that needs
time to mature. The revised Action Plan has been developed to take into account these changes and to support the Commission
in modernizing its learning practices.
Results and Performance
The Commission has developed Results-based Management and Accountability Frameworks (RMAFs) for its two core programs,
the Human Rights Complaint Management Program and the Employment Equity Audit Program. The Commission's Performance
Management Framework and the RMAF for the entire Commission have recently been completed and will be finalized early in
2006-2007. Extensive operational performance indicators are in place to guide day-to-day decisions. In addition, the first
set of performance indicators related to higher level results are drawn from these reports. Additional work will be
undertaken during the planning period to refine and expand reporting on results.
Electronic data capture and reporting is critical to making a significant leap forward in performance reporting. This need
has been identified in the initiative to modernize the Commission's electronic business applications (see Citizen-Focussed
Service below).
People
The Commission has integrated its human resources planning with business planning in order to best attract, retain and develop staff in accordance with its objectives. Through its Learning and Professional Development Branch, the Commission integrated the development of learning plans in its performance appraisal process. The focus throughout the next reporting period will be the implementation of a new human resources management regime in accordance with the various elements of the Public Service Modernization Act, including key initiatives around performance management and succession planning.
Risk Management
The Commission's risk management policy and framework is completed and will be finalized early in 2006-2007. A risk management strategy will be developed for the implementation of the framework and training of management and staff.
Stewardship
The Commission's control regime is well established with oversight committees in place for procurement, human resources management, and financial management. Plans are underway to institute a weekly management board meeting where these issues and other stewardship issues can be efficiently addressed. A recent financial audit of the Commission provided assurance that sound practices are in place. On a regular basis, a financial situation report is prepared and tabled for review at the Executive Committee meeting. Variances are examined, and appropriate actions are taken. To ensure that the control regime principles are clear and understandable, additional financial progress reports will be developed and training sessions and workshops will continue to be provided to the staff.
Accountability
The Commission revised its human resources delegations in December 2005 and will revise its financial delegations in April 2006 to ensure that authorities are clear and appropriate. Executive accountability accords will be modified to ensure that essential obligations are clearly delineated and periodic monitoring through the year is established. Cascading down, performance agreements and appraisals are completed annually for all managers and staff, and individual learning plans will continue to be developed.
Policy and Programs
These items are addressed in detail in the Analysis by Program Activity section.
Citizen-Focussed Service
The Commission will continue 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 Public Service Modernization
Act. It is expected that service to Canadians on human rights matters will be enhanced as a result of the synergies
inherent in new collaborative approaches at the Commission, and new approaches within the federal system. The Commission
commenced a client satisfaction study of its mediation process in 2005-2006. Other types of client satisfaction studies are
being considered.
New investment to modernize the Commission's electronic business applications—the Complaint Management System and the
Employment Equity Audit Tracking System—will eventually yield benefits in terms of enhanced online service for Canadians.
The Commission will be introducing a new document management application in early 2006-2007 which will provide the basis for
a new case management system.