Strategic Plan for Human Resource Management to

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1 Strategic Plan fr Human Resurce Management t

2 Cmmissiner s Message Human resurce management is increasingly imprtant in tday s changing wrkfrce. Sme f the challenges CSC currently faces are cmmn acrss the Public Service, while thers are unique t CSC. Our challenges include changing demgraphics, prjected labur shrtages, effective labur relatins and evlving learning needs. T ensure that CSC meets these challenges and t strengthen ur human resurce management, we have develped the three-year Strategic Plan fr Human Resurce Management. This plan supprts ur effrts t strengthen management practices acrss CSC. It fcuses n fur pririties fr the rganizatin: strengthen ur human resurce management practices, build an effective representative wrkfrce, prvide learning, training and develpment, and imprve wrkplace health and labur relatins. There is n questin that this is an ambitius plan but each element is imprtant t imprve ur rganizatin and achieve ur business pririties. Every persn at CSC has a rle t play in helping t make this plan a reality. CSC s management team members recgnize their shared accuntability fr this initiative and are cmmitted t its success. Activities t supprt these pririties are underway and will cntinue ver the next three years t ensure that ur wrkplace is cmpetitive in tday s labur market. I am cnfident that this plan psitins us t make real imprvements in ur human resurce management, while maintaining ur public safety mandate. Thank yu fr yur cperatin as we mve frward. Keith Culter Cmmissiner, Crrectinal Service f Canada 2

3 Intrductin The Strategic Plan fr Human Resurce Management establishes pririties, plans and activities fr the management f human resurces fr the Crrectinal Service f Canada (CSC) fr the three-year perid f The pririties, plans and activities are fully integrated with the business pririties and plans f the CSC Reprt n Plans and Pririties (RPP). The Strategic Plan fr Human Resurce Management will adapt t any changes made in the business pririties f CSC and will be updated n an annual basis. Reginal and Sectr activities in the area f Human Resurce Management flw frm this Strategic Plan. The results emanating frm the Strategic Plan fr Human Resurce Management will cntribute t the achievement f effective human resurce management and will be assessed against the perfrmance measures set ut in the Peple Cmpnent f the Management Accuntability Framewrk. The CSC Strategic Plan fr Human Resurce Management represents an imprtant step frward twards the transfrmatin f human resurce management in CSC and its cntributin t public service-wide initiatives related t Public Service renewal. Operating Envirnment f CSC The Crrectinal Service f Canada is an agency within the prtfli f Public Safety. The prtfli brings tgether key federal agencies dedicated t public safety, including the Ryal Canadian Munted Plice, the Natinal Parle Bard, the Canada Brder Services Agency, the Canadian Security Intelligence Service, and three review bdies, including the Office f the Crrectinal Investigatr. CSC cntributes t public safety thrugh the custdy and reintegratin f ffenders. Mre specifically, CSC is respnsible fr administering curt-impsed sentences fr ffenders sentenced t tw years r mre. This includes bth the custdial and cmmunity supervisin parts f an ffender s sentence. CSC als administers pst-sentence supervisin f ffenders with Lng Term Supervisin Orders (LTSOs) fr perids f up t 10 years. At the end f the fiscal year, CSC was respnsible fr apprximately 12,700 federally incarcerated ffenders (excluding 1,200 ffenders temprarily detained while n cnditinal release t the cmmunity) and 6,800 ffenders actively supervised in the cmmunity. 1 Over the curse f the year, including all admissins and releases, CSC managed a flw-thrugh f 25,500 different ffenders. 2 CSC has a presence frm cast t cast frm large urban centres with their increasingly diverse ppulatins, t remte Inuit cmmunities acrss the Nrth. CSC manages 58 institutins, treatment centres, fur Abriginal healing ldges, 16 cmmunity crrectinal centres and 71 parle ffices. In additin, CSC has five reginal headquarters that prvide management and administrative supprt and serve as the delivery arms f CSC s prgrams and services. CSC als manages an addictins research centre, a crrectinal management learning centre, reginal staff clleges and natinal headquarters. It als perates CORCAN industries. 1 Crrectins and Cnditinal Release Statistical Overview: 2006 Annual Reprt (Public Safety and Emergency Preparedness Canada, Dec. 2006). 2 Surce: CSC Offender Management System (as f April 9, 2006). As the fiscal year was nt yet cmplete at the time f this reprt s publicatin, data frm the fiscal-year will be used thrughut the dcument. 3

4 CORCAN, a Special Operating Agency f CSC, prvides wrk and emplyability skills training t ffenders in institutins t enhance jb readiness upn their release t cmmunities, and t increase the likelihd f successful reintegratin. It als ffers supprt services at 37 cmmunity-based emplyment lcatins acrss Canada t assist ffenders n cnditinal release in securing emplyment. CORCAN s services are prvided thrugh partnership cntracts internally (CSC and CORCAN) as well as externally with ther gvernments, NGOs and private enterprises. In additin t federally perated facilities, CSC partners with nn-gvernment rganizatins that manage apprximately 200 cmmunity-based residential facilities which prvide imprtant prgrams and services t ffenders n cnditinal release. Specialized crrectinal services and prgrams are als prvided thrugh a variety f Exchange f Service Agreements with prvincial and territrial crrectinal and justice authrities. CSC als partners with Abriginal cmmunities t prvide custdy and supervisin f Abriginal ffenders thrugh the establishment f healing ldges under sectin 81 f the CCRA and thrugh release plans under sectin 84 f the CCRA. There are currently fur healing ldges perated by Abriginal cmmunities in cllabratin with CSC, (sectin 81 agreements). There are als fur CSCperated healing ldges under Memranda f Agreements with lcal Abriginal cmmunities. Strategic Cntext In recent years, CSC has been experiencing serius challenges in delivering n its mandate, and sustaining its cntributin t public safety, due t the changing ffender prfile and rapidly escalating csts. The changing ffender ppulatin presents significant security and reintegratin challenges fr CSC. In recent years, the ffender ppulatin has been increasingly characterized by ffenders with extensive histries f vilence and vilent crimes, previus yuth and adult cnvictins, affiliatins with gangs and rganized crime, serius substance abuse histries and prblems, serius mental health disrders, higher rates f infectin with Hepatitis C and HIV, and a disprprtinate representatin f Abriginal peple. Fr a number f cmplex reasns, there has been a trend twards shrter sentences and fr CSC this has meant an increase f 62% in the prprtin f male ffender admissins serving a sentence f less than three years. The result is an increasing plarizatin f ur ppulatin, with apprximately ne in fur male ffenders and ne in three wmen ffenders serving sentences f three years r less, and apprximately ne in fur male ffenders and ne in five wmen ffenders serving life sentences adding greatly t the cmplexity f the management challenges in ur institutins. The trend lines fr the changes in the cmpsitin f the ffender ppulatin clearly illustrate that CSC shuld expect this transfrmatin t cntinue fr the freseeable future. Effective management f this mre cmplex ffender ppulatin requires greater resurces, new training and equipment fr staff, an increase in specialized services (e.g., mental health care fr ffenders) and mre distinct and targeted interventins. The additinal effrt and related csts assciated with the effective management f the mre diversified and cmplex ppulatin present a very significant challenge fr CSC. Financial Resurces Apprximately 72% f CSC s annual reference level was dedicated t the prvisin f care and custdy f ffenders in institutins and in cmmunities, which includes such fixed csts as security systems, salaries fr crrectinal staff, facilities maintenance and fd. The remaining 28% was allcated t rehabilitatin and case management services. 4

5 Financial Resurces ($Millins) $1,870.0 $1,894.7 $1,929.4 Ninety percent f CSC s expenditures are nn-discretinary (e.g., salaries, utilities, fd, medical services) and are driven by factrs beynd CSC s cntrl (e.g., the changing ffender prfile, inflatin and price fluctuatins). This leaves very limited flexibility fr plicy and prgram mdificatins, r investments that culd yield lnger-term results. As a result f a serius funding shrtfall, an infrastructure deficit and a changing ffender prfile, the peratinal impacts being felt by CSC includes grwing pressures frm emplyees, unins and managers at all levels t reduce wrklad and stress; and limitatins t the ability t attract, train and retain emplyees. The CSC Wrkfrce CSC emplys apprximately 14,500 staff 3 acrss the cuntry and strives t maintain a wrkfrce that reflects Canadian sciety. Slightly mre than 5% are frm visible minrity grups, apprximately 4% are persns with disabilities, and apprximately 7% are Abriginal. 4 These rates are at r abve the labur market availability 5 f wrkers in these peratinal grups fr the types f emplyment ffered by CSC. Just under 45% f CSC staff are wmen. Tw ccupatinal grups, fr the mst part exclusive t CSC, represent ver half f all staff emplyed in peratinal units. The CX, r crrectinal fficer/primary wrker grup, cmprises 41% f staff, while anther 13% f staff are in the WP categry, that is, the grup which includes parle and prgram fficers wh wrk in the institutins and in the cmmunity. The remainder f CSC s wrkfrce reflects the variety f ther skills required t perate institutins and cmmunity ffices frm health prfessinals, t electricians, t fd service staff, as well as staff prviding crprate and administrative functins at the lcal, reginal and natinal levels. All staff wrk tgether t ensure that the institutins perate in a secure and safe fashin and that ffenders are prperly supervised upn release. CSC emplys 100% f the CX grup (crrectinal fficers/primary wrkers) and nearly 85% f the WPs (Parle Officers and Prgram Officers) in the federal Public Service. In additin, CSC is a majr federal emplyer f ther grups: 76.6% f Psychlgy (PS) grup; 34% f Nursing (NU) grup and 17.9% f the General Services (GS) grup. CSC s wrkfrce reflects the variety f skills required fr the peratin f its institutins and cmmunity ffices The ten largest ccupatinal grups at CSC are: CX, WP, CR, AS, GL, NU, GS, PS, FI and CS. Institutins and cmmunity peratins accunt fr 87% f the CSC staff cmplement. Many f the CSC wrksites are utside f majr urban centres. In sme parts f the cuntry, the lcatin f ur wrksites creates challenges in attracting staff frm ther federal departments in recruiting and attracting staff frm the Emplyment Equity grups, particularly visible minrities and persns with disabilities. There are als challenges in recruiting staff members wh are able t prvide services in bth fficial languages. 3 CSC has changed its definitin f emplyee t be cnsistent with the definitin used by the Public Service Human Resurces Management Agency f Canada. Previusly, casual emplyees, emplyees n leave withut pay and suspended emplyees were included. Data as f March 31, 2006 (Surce: CSC Human Resurces Management System). 4 Surce: CSC Human Resurces Management System. Emplyment equity data, March 31, As per the latest available data frm Statistics Canada (2001 Census Data). 5

6 Bargaining agents play an imprtant rle in CSC. In additin t the nging cycle f cllective bargaining at the Public Service level, representatin by bargaining agents is active in areas such as grievance administratin, ccupatinal health and safety, disability and human rights issues. CSC actively engages in labur-management cnsultatin thrugh an extensive cmmittee framewrk at the natinal, reginal and lcal levels. There are six bargaining agents in CSC. The Unin f Slicitr General Emplyees, (USGE) represents apprximately 44% f the CSC wrkfrce. The Unin f Canadian Crrectinal Officers, (UCCO- SACC-CSN), represents crrectinal fficers/primary wrkers at the CX-01 and CX-02 levels which is apprximately 38% f the wrkfrce. The Prfessinal Institute f the Public Service f Canada, (PIPSC) represents apprximately 9% f the wrkfrce whereby the Canadian Assciatin f Prfessinal Emplyees, (CAPE) represents 200 emplyees. The Assciatin f Canadian Financial Administratin, (ACFA) represents just ver 200 emplyees and the Internatinal Brtherhd f Electrical Wrkers, (IBEW) represents a small number f emplyees frm the Electrnics ccupatinal grup. Gvernance f the Human Resurces Management Functin in CSC The Rles and Respnsibilities at the management level fr all matters related t human resurces are utlined in the dcument titled: Human Resurce Management: Gvernance, Rles and Respnsibilities. (see attached in Annex A). The Cmmissiner has verall accuntability fr human resurce management fr the Crrectinal Service f Canada. The Cmmissiner sets the strategic directin and pririties fr human resurce management. The Assistant Cmmissiner Human Resurce Management () is accuntable t the Cmmissiner as the functinal authrity fr develping framewrks, plans, plicies, natinal prcesses and perfrmance measures as well as ensuring mnitring and reprting related t all aspects f human resurce management. The leads the develpment f the Strategic Plan fr Human Resurce Management t prvide functinal directin and guidance t Deputy Cmmissiners, Assistant Cmmissiners and delegated managers with respect t natinal human resurce management issues. Deputy Cmmissiners as well as the Assistant Cmmissiners are accuntable fr the implementatin f many f the aspects f human resurce management. The CSC Instrument f Delegatin f Authrities in the area f Human Resurce Management utlines the delegatin f authrities. The Natinal Human Resurce Management Cmmittee (NHRMC) assists the Cmmissiner and members f the Executive Cmmittee (EXCOM) in fulfilling their bligatins with respect t human resurce management. It is guided by legislatin and gvernment-wide plicies fr human resurce management. NHRMC is a sub-cmmittee f EXCOM. Pririties f the Crrectinal Service f Canada In , CSC undertk a cmprehensive prcess t identify its crprate pririties. Five pririties fr and beynd, were established in respnse t the changing ffender prfile, the paramuntcy f public safety and the new Gvernment s emphasis n crime preventin. CSC specifically limited the number f pririties and assciated plans in rder t ensure sustained management fcus and results in thse areas. This year, CSC reviewed its existing pririties against its mandate and its key risks 6

7 and challenges, and determined that it culd mst effectively cntribute t public safety by maintaining the same pririties, namely: Safe transitin f eligible ffenders int the cmmunity; Safety and security fr staff and ffenders in ur institutins; Enhanced capacities t prvide effective interventins fr First Natins, Métis and Inuit ffenders; Imprved capacities t address mental health needs f ffenders; and Strengthened management practices. Pririties fr Human Resurces Management in CSC ( ) Strengthening management practices is a key pririty fr CSC. CSC is cmmitted t ensuring that there is a rbust and effective rganizatin that is able t deliver n its key peratinal pririties and ther activities in a cst-effective manner. CSC is als cmmitted t ding this in a way cnsistent with Public Service values that are essential t creating a healthy wrkplace and t maintaining the cnfidence and trust f Canadians. Specific pririties and plans are based n CSC s mst recent Management Accuntability Framewrk (MAF) assessment and Crprate Risk Prfile. The MAF establishes the standards fr management in the Gvernment f Canada and is the basis fr management accuntability between departments/agencies and the Treasury Bard Secretariat (TBS), and the Public Service Human Resurces Management Agency (PSHRMAC). The 10 elements f the MAF cllectively define management and establish the expectatins fr gd management f a department r agency. Fur pririties have been identified fr human resurce management ver the 2007/2010 perid: 1. Strengthened human resurce management practices, tls and capacity 2. An effective representative wrkfrce 3. Learning, training and develpment t meet future business needs 4. Imprved wrkplace health and effective and respnsive labur relatins. The numerus activities utlined in this Strategic Plan fr Human Resurce Management cntribute t the CSC business pririties as well as t the transfrmatin f Human Resurce Management in CSC and specifically t the business pririty f strengthened management practices. It is imprtant t stress that in rder t supprt Sectrs at NHQ and the peratinal sites that a cmprehensive business analysis f the management f Human Resurces in CSC will take place. It is anticipated that this business analysis exercise will flag gaps in human resurce management and will highlight what supprt managers at all levels f the rganzatin need t meet the business requirements related t recruitment, staffing, retentin and develpment f ur human resurces. The cncerns that will surface as a result f the business case will be addressed at NHRMC and EXCOM in rder t prpse varius slutins t supprt manager s effrts in these areas. 7

8 The pririties, plans and activities in the CSC Strategic Plan fr Human Resurce Management were develped based n the Risk Prfile fr Human Resurce Management in CSC. Each pririty and accmpanying plans and activities addresses a specific element f that risk. Tgether, they are integrated with CSC s business pririties t deliver clear results. The pririties, plans and activities als cntribute t the achievement f the challenges put frth by the Clerk f the Privy Cuncil 6 fr the Public Service as a whle, namely: Clear rles, respnsibilities and accuntabilities acrss gvernment; Teamwrk and a culture f excellence in public service; Renewal in the public service; Leadership; Lnger-term strategic planning t prepare tday fr the glbal challenges f tmrrw and; Diversity f views linguistically, gegraphically and culturally, develped by a team made up f different perspectives. Attracting and retaining an innvative and representative wrkfrce with the apprpriate skills t meet CSC s business needs at all levels f the rganizatin is fundamental t the sustainability f crrectinal results fr the future. This requires effective human resurce tls and prcesses, a strng human resurce capacity, human resurce plans integrated t business planning and linked t business pririties, an ethical and respectful wrk envirnment, essential training and learning and develpmental pprtunities. Strengthened Human Resurce Management Practices, Tls and Capacity Attracting and retaining a cmpetent and representative wrkfrce with the apprpriate skills t meet CSC s business needs at all levels f the rganizatin is fundamental t the sustainability f crrectinal results tday and int the future. Given Canada s changing demgraphics and prjected labur shrtages in key areas f the rganizatin, CSC will cncentrate its effrts n implementing its Strategic Plan fr Human Resurce Management that will supprt the rganizatin t systematically address these challenges. This plan fcuses n recruitment, retentin, successin planning, wrkplace health, leadership develpment, training, and n knwledge transfer t ensure CSC s business needs will be met. In additin, it includes strengthening human resurce management practices, building human resurce capacity and mdernizing human resurce prcesses. The Public Service at the current time is experiencing a shrtage in human resurce prfessinals at all levels. This shrtage is als evident at the natinal, reginal and lcal levels at CSC. Cnsequently, the capacity and capability in human resurces management required t deliver services are at risk. This risk translates int the ptential scenari f nt having the required human resurce prfessinals t assist CSC in meeting its business needs. 6 PCO Website 2007 Ntes fr Remarks fr the ADM Frum, Kevin Lynch, Clerk f the Privy Cuncil. 8

9 The Public Service Mdernizatin Act (PSMA) intrduced changes in the way the federal Public Service hires and manages its emplyees. The legislatin mdernized the staffing system t imprve the federal Public Service s ability t attract and hire the right peple; it fsters mre cnstructive and harmnius labur management relatins t imprve the quality f the wrkplace; and it prmtes a mre crprate apprach t learning and develpment thrugh the creatin f the Canada Schl f Public Service. The gal f these changes is that the nature f human resurce management will be less transactinal and mre strategic in nature. T this end, human resurces prfessinals require brader cmpetencies. Integrated planning is central t the successful implementatin f the PSMA and t the prmtin f a healthy rganizatin that retains cmpetent, cmmitted and engaged emplyees. There is recgnitin at all levels f gvernment that ver the last ten years, the human resurce planning capacity acrss the Public Service f Canada has diminished. The time is right t rigrusly rebuild capacity in human resurce planning. The need fr sund human resurce planning, integrated with business planning, has never been mre imprtant. Integrated, rigrus planning can mitigate risks assciated with carrying ut CSC business by frecasting and implementing strategies and activities fr effective recruitment, retentin, learning and develpment, emplyee engagement, prmtin, successin, emplyment equity, cultural cmpetencies, fficial languages. The nature f the business f the Crrectinal Service f Canada translates int a challenging wrk envirnment. This challenging envirnment has the effect f creating labur-management relatins that are mre cmplex than in ther departments. In this regard, CSC is cmmitted t strengthen labur relatins thrugh its extensive experience with labur-management cnsultatins at the lcal, reginal and natinal levels. CSC cmpensatin issues are als unique due t a high number f staff mvement, deplyments, vertime requirements which create additinal wrklads in this area. When cmpared t ther gvernment departments, human resurce prfessinals in CSC experience a larger and a mre cmplex wrklad, which creates recruitment and retentin challenges. In additin, data frm Public Service statistics 7 shw that CSC has ne human resurce advisr (PE grup) fr every 86.3 emplyees, whereas the Public Service average is ne human resurce advisr (PE) fr every 50.3 emplyees. This, cupled with the Public Service-wide shrtage in human resurce specialists, particularly in the cmpensatin functin, CSC must put int place strategies t attract cmpetent and experienced human resurce advisrs as well as develp existing advisrs in rder t increase capacity natinally. The demgraphics f the human resurce advisrs in the Public Service at large, shw a bi-mdal picture. Many f the human resurce advisrs are near retirement. The ther end f the spectrum has very yung advisrs newly hired int the Public Service. In additin, CSC faces challenges recruiting human resurce advisrs since mst f its reginal headquarters are lcated away frm the reginal ffices f ther gvernment departments. CSC has taken measures t address the shrtages in human resurces by participating in Public Service-wide human resurce cmmunity recruitment campaigns and capacity building activities. 7 PSHRMAC Public Service Active Emplyment and Payrll, 4Q

10 Cmpensatin is a critical area that needs renewal. With the ageing ppulatin in the Public Service, the shrtage f specialists in cmpensatin must be addressed. CSC currently has a rati f ne cmpensatin advisr fr 175 emplyees, rati f 1:175, whereas best practice has established a rati f 1:150 in the Public Service, this, in less cmplex departments/agencies. Recruitment f cmpensatin advisrs is currently underway hwever a cmprehensive plan will be develped t address critical challenges. It has becme apparent that the current infrastructure utilized by human resurces des nt permit the timely analysis f data, the identificatin f data quality issues r the prvisin f adequate supprt fr all levels f management s that sund, timely decisins can be made. Due t these prblems senir management, in particular, are being required t make decisins based n data that shuld be mre accurate. The and the Chief Infrmatin Officer, (CIO), recgnize and accept that a cmprehensive business prcess re-engineering exercise fr human resurces is bth warranted and timely in rder t enable success in human resurces management in CSC ver the lng term. T ensure success, the CIO will apply the significant experience and expertise f the Infrmatin Management Services (IMS) Branch in cnducting such prcesses, as evidenced by what was accmplished in the Offender Management System Renewal prject and the Health Infrmatin Management prject and the develpment f the Criminal Justice Infrmatin Library (CJIL) Data Warehuse and Crprate Reprting Systems, the latter tw are designed t supprt crprate decisinmaking. A similar inclusive methdlgy will be applied t the human resurce management dmain. As part f this undertaking, lessns learned frm IMS Paperless Offender File prject and ther current prjects will als be leveraged as apprpriate. The develpment f sme f the individual cmpnents f the prject will begin in the shrt term. The integratin f the Human Resurce Management System (HRMS) data int the Criminal Justice Infrmatin Library (CJIL), the develpment f enhanced data quality data bases, the develpment f specific data cubes and the develpment f varius frnt-ends, pssibly a dashbard-like reprt t name a few. Measurement Strategy The results fr the pririty f strengthening human resurce management practices, tls and capacity, will be measured by: A reductin in the number f vacancies f human resurce advisr psitins in key human resurce areas cmpared t the vacancy rates f human resurces advisrs at the Public Service level. A demnstrated imprvement in the delivery f training and in develpment activities fr the specialized areas f human resurces. A demnstrated imprvement in data quality and standardized prcesses measured thrugh active mnitring. A demnstrated imprvement in internal cmmunicatin cncerning human resurce matters. 10

11 The fllwing risk statement was included in the CSC Crprate Risk Prfile. This statement illustrates the scenari that wuld emerge if CSC tk n actin t address its bjective f strengthening human resurce capacity and tls. Risk Statement - CSC will nt have the required capacity r tls in Human Resurces (Please refer t Annex B fr a list f acrnyms fund in the tables) Strengthened Human Resurce Management Practices, Tls and Capacity Year One Year Tw Deliverables OPI Plan: Imprve planning and gvernance Semi-Annual HR Risk Prfile is (SA) Onging Onging develped Strategic Plan fr Human Resurce Management is implemented acrss all regins and sectrs EXCOM Year Three Onging Annually Annually Annually April 2007 Onging Onging A Mnitring and Reprting Framewrk is develped Rles and Respnsibilities all implemented fr all HR disciplines A Business Case is develped t address gaps in the Strategic Plan fr Human Resurce Management (SA) July 2007 Onging Onging EXCOM September 2007 September 2007 Cnsistent applicatin f R & R Gaps Addressed ver plan perid Cnsistent applicatin f R & R Gaps Addressed ver plan perid Internal Cmmunicatin and Results are imprved thrugh the establishment f Service Standards Audit and evaluatin actin plans are implemented (DGs HRM) EXCOM (RAHR) (DGs HRM) EXCOM (RAHR) 2. Plan: Renew Human Resurce Plicy Framewrk A Review Cycle fr HR Plicy Framewrk is established. Annex (DGs HRM) C lists the plicies fr review in 2007/ Plan: Build Human Resurce Capacity Develpment Prgram fr all HR prfessinals including cmpensatin specialists (with required training and certificatin) at the natinal and reginal levels is established and implemented. (DG ODR) (DG L&D) (DG LRC) EXCOM Onging Onging Onging March 2008 Onging Onging March 2008 As per Cycle As per cycle March 2008 Onging Onging as required 11

12 4. Plan: Mdernize Human Resurce prcesses and tls A cmprehensive Business Prcess Re-Engineering Exercise is implemented. (DGHRMS) ACCS March 2008 HRMS data is integrated int CJIL; Dashbard Reprts are develped; Data quality in HRMS is imprved; Data Management and Reprting Prtcl in established. GCHRMS is upgraded t versin 8.9 (CIO) (DGHRMS) ACCS (CIO) (DGHRMS) ACCS (CIO) Over plan perid Over plan perid March 2008 Onging Onging Business case September 2007 Implement cmplete June 2010 An Effective Representative Wrkfrce Attracting and retaining an innvative and representative wrkfrce with the apprpriate skills and cmpetencies t meet CSC s business needs at all levels f the rganizatin is fundamental t the sustainability f crrectinal results tday and in the future. This must be achieved in the cntext f the brader Public Service as well as in the cntext f the current labur market trends in Canada. Labur Market Changes The demgraphics f the federal Public Service shw that ageing in the Public Service is mre prnunced than in the brader Canadian ppulatin. 8 Fifteen years ag, federal emplyees between 25 and 44 years f age made up 60% f the Public Service. Tday, it is largely reversed, with 50% f public servants in the 45 t 64 age range and just ver 40% in the 25 t 44 age range. Almst 10% f public servants currently have at least 30 years f service. This is a three-fld increase since the year In CSC, nly 4.6% f all emplyees currently have 30 r mre years f service. This may accunt, in part fr the smewhat yunger age prfile f CSC emplyees versus their clleagues in the brader Public Service. CSC s emplyee ppulatin is smewhat yunger than the average age in the federal Public Service but is nevertheless ageing. In CSC, 46.1% f all emplyees are currently 45 r lder and 30% f all CSC emplyees are aged 50 and abve. CSC must therefre put int place rbust measures t recruit, and retain a representative wrkfrce. Key t addressing this increase in departures is a successin planning framewrk. 8 Clerk f the Privy Cuncil: Why Public Service Renewal Matters. September 15, 2006-Remarks at Dalhusie Administratin. 12

13 Number f Emplyees Retiring by Year / / / / / / / / /07 As nted abve, in the last ten years the prprtin f emplyees wh are ver the age f 50 has increased significantly. This is particularly the case fr the management cadre and the EX minus ne and EX minus tw feeder grups. The number f emplyees leaving the CSC has risen dramatically since 2003/04 and there are apprximately twice as many emplyees taking retirement nw than five years ag. This trend is expected t cntinue fr several mre years. In 2002/03 apprximately 1.7% f emplyees retired. In 2006/07 the percentage increased t ver 3.2%. When the EX cadre is examined the result is even mre striking. Number f EXs Retiring by Year r Frecast t Retire In the executive 1998/ /00 ranks, 2000/01 ageing 2001/02 in the 2002/03 Public Service 2003/04 is 2004/05 mre 2005/06 prevalent. 2006/07 In CSC 2007/08 the 2008/09 average 2009/10 age f executives and equivalents is currently 51.3 years, which is cmparable t the brader Public Service. The current cyclical strength f the labur market in Canada shws that Canada has a very cmpetitive but ageing labur market and the unemplyment rate is at a 30-year lw. This is expected t cntinue as shwn in the research presented by Dr. Linda Duxbury, Prfessr at Carletn University, titled Future Trends in the Public Service: Meeting the Needs f the 21 st Century Public Service whereby within the next decade, fr every tw peple wh are retiring there will be less than ne persn t take their place. 13

14 Mving ahead n Public Service renewal applies t CSC. As nted by the Clerk f the Privy Cuncil, renewal entails a targeted, pragmatic, results-riented apprach that takes int accunt the rethinking f ur recruitment mdel. Recruitment must be a senir executive pririty. Persnalized develpment appraches must be taken t ensure career-lng develpment strategies. We als need t rethink ur retentin mdel in rder t accmmdate a mre flexible wrkfrce, this wuld include mre mid-career hiring, mre interchanges, mre diversity, better successin planning. We must als imprve ur human resurce management tlkit t allw fr mre flexibility, mre delegatin, cnsistent with Public Service values, mentring fr successin and knwledge transfer. The integratin f human resurce planning and business planning is the fundatin fr assessing and understanding the current and future needs f CSC. It is central t the success f activities that prmte a wrkplace that is healthy, as well as recruitment, retentin f cmpetent, cmmitted and engaged emplyees. Integrated, rigrus planning can mitigate risks assciated with carrying ut CSC business by frecasting and implementing strategies and activities fr effective recruitment, retentin, learning and develpment, emplyee engagement, prmtin, successin, emplyment equity, cultural cmpetencies and fficial languages. A cmprehensive wrkfrce prfile fr each ccupatinal grup and psitins that are deemed t be business critical will be develped and analyzed in rder t prvide data supprting trends and in supprt f frecasting fr decisin-makers. Language, Diversity, and Cultural Cmpetency The quality f the interactins between CSC staff and ffenders, whether in the institutinal r cmmunity setting is key. Cnsequently, the ability f staff t cmmunicate effectively with ffenders is paramunt. CSC staff members represent the cmmunities frm which ffenders cme and in rder t be mst effective they must act as rle mdels f thse cmmunities. Cnsequently, CSC faces a number f challenges with regards t fficial languages and emplyment equity. Depending n lcatin, under the Official Languages Act, CSC must prvide services in bth languages t the cmmunities it serves. The ffenders are members f the public and given that ffenders are nt always incarcerated in their hme cmmunities, this ften means that CSC is required t prvide secndlanguage services in areas where the secnd-language cmmunity is relatively small. This can make recruiting qualified, bilingual staff fr specialized areas such as health-care and prgram delivery challenging. Encuraging staff t relcate with their families t areas that d nt supprt a thriving secnd-language cmmunity can als be challenging, given the gegraphic dispersal f CSC s institutins and cmmunity ffices. While language training can assist CSC t meet its needs, it is nly ne part f the equatin; language retentin is an imprtant element and this can be a significant challenge in the absence f a vibrant secnd-language cmmunity t supprt the emplyee s use f his/her newly acquired skills. Just as it is necessary fr CSC t be able t cmmunicate with its ffenders in their language f chice, in rder t be effective, s it is imprtant fr CSC t demnstrate t ffenders that members f their cmmunities can be and are law-abiding citizens. It is well-knwn that Abriginal persns are disprprtinately represented in the criminal justice system; hwever ther minrity grups are als ver-represented, fr example Afr-Canadians in the ffender ppulatin in CSC s Atlantic Regin. 14

15 CSC is the secnd-largest emplyer f Abriginal persns in the federal Public Service. In additin, CSC meets r exceeds labur-market availability f almst all emplyment-equity grups. Hwever, given the disprprtinate representatin f sme grups in the ffender ppulatin, CSC must strive t ensure that its wrkfrce is representative f the ppulatins it serves. CSC has identified respnses t the needs f the Abriginal ffender ppulatin as a business pririty and is cmmitted t increasing representatin f Abriginal persns in the wrkfrce and in enhancing the cultural cmpetency f emplyees t mre effectively interact with Abriginal ffenders natinally. Fr example, CSC is currently seeking the authrity frm the Public Service Cmmissin t put int place appraches that will assist in appinting qualified Abriginal individuals in regins where business needs exceed labur market availability. CSC is cmmitted t cntinue t demnstrate leadership in the implementatin f Emplyment Equity (EE) initiatives and is cmmitted t respect its bligatins as described in the Emplyment Equity Act. Effective assistance t managers in the use f the tls intrduced as a result f the changes t the Public Service Emplyment Act, (such as an expanded area f selectin r advertised prcesses pen t a particular EE grup) as well as better accuntability thrugh a framewrk fr EE are key elements in helping achieve and sustain a mre representative wrkfrce. Recruitment, Successin Planning and Cllective Staffing Strategies will be develped fr recruitment, successin planning and cllective staffing. Natinal and Reginal recruitment and retentin strategies will be develped fr Crrectinal Officers/Primary Wrkers; fr Health Prfessinals; fr Parle Officers; Finance Officers and Auditrs. Directed recruitment activities at universities and clleges thrughut the cuntry will take place and recruitment successes will be lead by the senir executive team f CSC. CSC recruits between 500 and 600 individuals annually int indeterminate psitins. Over the perid, this number is expected t quadruple. The predminant wrkfrce grupings within CSC where external recruitment is used fr indeterminate psitins are crrectinal fficers/primary wrkers, parle fficers, health care prfessinals (dctrs, nurses, psychlgists) and trades. CSC als recruits researchers, prfessinal grups (financial fficers, auditrs, cmputer scientists, engineers, planners, architects), and teachers externally althugh nt t the extent f the mre peratinal grups. External recruitment f crrectinal fficers/primary wrkers has traditinally targeted cmmunity clleges acrss the cuntry as well as cmmunity jb fairs. This prcess, while successful in sme areas f the cuntry, has nt prduced the results required in areas where there are higher paying jb pprtunities (Alberta and British Clumbia) r where there is cmpetitin by law enfrcement rganizatins fr the same individuals. In the cming year, Deputy Cmmissiners will be meeting with the plice, law enfrcement and crrectins prgrams at cmmunity clleges t generate new interest in CSC. In additin, they will be pilting jint recruitment initiatives with ther criminal justice agencies, prvincial gvernments, plice/law enfrcement rganizatins. This will enable an integrated apprach t recruitment f the same labur market rather than a cmpetitive apprach. Parle fficer recruitment will cntinue t target criminlgy, scilgy and psychlgy prgrams at universities thrughut the cuntry. In the past, CSC has relied n the Public Service Cmmissin s jb site fr its intake. Starting in 2007, Reginal Deputy Cmmissiners and their executive teams, alng 15

16 with the Deputy Cmmissiner Wmen, will persnally visit schls in their regins in rder t meet with ptential graduates. Fr criminlgy prgrams in particular, guest lecture pprtunities fr CSC managers will be sught thrughut the year and students will be encuraged t take a CO-OP r summer placement with CSC during their studies. CSC is frtunate t have a number f emplyees wh are als adjunct prfessrs at many f the criminlgy prgrams. Recruitment f health care prfessinals tends t be mre difficult than fr crrectinal fficers/primary wrkers r parle fficers due t the current labur market situatin and the type f wrk CSC ffers in this area. The Pacific Regin is actively engaged in interdepartmental cllective staffing initiatives. In additin, pprtunities are being sught t build relatinships with municipal and reginal health authrities. Wrk is nging with sme nursing schls as well t explre pprtunities fr recruitment. T date, Pacific Regin has been practive with advertisements in nursing magazines and nursing recruitment fra. Cllective staffing appraches will als be used t supprt recruitment and t supprt nging staffing needs f large grups in CSC. This apprach, intrduced with the changes t the Public Service Emplyment Act, will assist CSC in ensuring an nging supply f individuals ready t take n wrk in a variety f psitins. The cllective staffing apprach will prevent the need t launch an advertised prcess every time there is a vacancy. Successin planning has been identified as a tp pririty amng senir leaders in bth the private and public sectrs. CSC will develp a framewrk fr successin planning that meets the needs f the rganizatin t address the leadership and wrkfrce cntinuum. CSC must be clear n its expectatins in the area f successin planning. The prgram will be implemented firstly at the executive level and its feeder grups. The prgram will then be tailred fr all ther grups in CSC. The crrectinal envirnment has been changing ver the past decade, with an increasingly diverse and challenging ffender ppulatin, including mre ffenders with vilent r mental health histries, gang r rganized crime affiliatins, and high levels f substance abuse and medical needs. This has led t the need t establish a strng fcus n daily institutinal security and ffender ppulatin management. Given the cnstantly changing envirnment, CSC is cmmitted t ensuring frnt line staff have the clarity f rles and respnsibilities required t carry ut CSC s legislative mandate in the mst effective manner pssible. Mre specifically, Implementing the Institutinal Management Structure and the Crrectinal Officer Deplyment Standards Review. This includes new deplyment standards and the intrductin f key new psitins ver the next tw-year perid. Wrking with UCCO-SACC-CSN t develp a mre effective and efficient scheduling practice in CSC. This will be based n a set f c-develped (unin and management) scheduling principles. Implementing the Human Resurce Strategy related t the Infrastructure f the Parle Districts. Implementing the Human Resurce Strategy tailred t the facilities fr wmen ffenders as well as fr the Wmen Offender Sectr at NHQ. Implementing the Human Resurce Strategy fr the New Health Services Gvernance Structure. Implementing the Human Resurce Strategy fr the CSC Victims Services 16

17 Measurement Strategy: The results fr the pririty f an Effective Representative Wrkfrce will be measured by: A demnstrated imprvement in Emplyment Equity and Official Languages results; A demnstrated imprvement in successin planning fr the EX grup as well as its feeder grups in supprt f CSC s leadership and business needs and, A reductin in vacancies in key areas. The fllwing risk statement was included in the CSC Crprate Risk Prfile. This statement attempts t illustrate the expected result if CSC takes n actin t address its bjective f attracting and retaining an effective representative wrkfrce. Risk Statement - CSC will nt be able t achieve an effective representative wrkfrce. An effective representative wrkfrce: Deliverables OPI Year One Year Tw Year Three Plan: Strategies fr recruitment, successin planning and cllective staffing The Natinal Framewrk and Guidelines fr HR Planning is established and implemented (DGHRMS) EXCOM March 2008 Onging Onging Cmprehensive wrkfrce prfiles fr each ccupatinal grup and business critical psitins are develped Natinal timely and efficient recruitment and retentin strategy tailred t meet CSC business needs A Natinal Strategy fr recruiting Abriginal emplyees t meet CSC s business needs is implemented. The HR Strategy fr Natinal Wmen Offender Institutins is implemented. (RAHR) (DGHRMS) RDC (RAHR) (DGODR) EXCOM (RAHR) CAE SDC (DGAI) (DGODR) EXCOM (RAHR) DCW (DGHRMS/ DGODR) RDCs June 2007 June 2008 June 2008 March 2008 Onging Onging March 2008 Onging Onging March 2008 Onging Onging 17

18 An effective representative wrkfrce: Deliverables The HR Strategy fr the Institutinal Management Structure and Deplyment Standards Initiative is implemented Gvernance Structure Health Services - HR Strategy is implemented. The HR Strategy fr the District Infrastructure is implemented Cllective Staffing framewrk is designed and implemented Successin Planning Framewrk fr the EX Grup and EX Feeder Grups is established OPI ACCOP (DGODR) (Initiative Team) RDCs (RAHR) ACCOP (DGHS) (DGODR) ACCOP (DGOPR) (DGODR) (DGODR) RDCs (RAHR) (DGODR) Year One Year Tw Year Three March 2008 Onging Onging March 2008 Onging Onging March 2008 Onging Onging March 2008 Onging Onging March 2008 Onging Onging Refinements t the Executive Perfrmance Management Prcess are develped and implemented. The Perfrmance Management Structure fr emplyees utside the EX grup is enhanced. Natinal Classificatin Plan linked t business pririties is implemented Official Languages Accuntability Framewrk is established and implemented Emplyment Equity Accuntability Framewrk is established and implemented (DGODR) ACPA (DGODR) (DGODR) (DGODR) EXCOM (DGODR) EXCOM (RAHR) Define required changes, train managers and implement Refine as required Refine as required March 2008 Onging Onging March 2008 Onging Onging March 2008 Onging Onging June 2008 Onging 18

19 Learning, Training and Develpment t Meet Future Business Needs The Public Service directin in this area was articulated in the Plicy n Learning, Training and Develpment 10 issued in January Directin n required training was prvided in the Directive n the Administratin f Required Training 11 issued in May Plicy is expected in the cming mnths with respect t the cre Knwledge Elements required fr all levels within the Public Service. These Knwledge Elements will frm the basis fr the future design f learning, training and develpment activities. While the imprtance f learning, training and develpment fr imprving the perfrmance f staff in the Public Service has been recgnized fr sme time, sme new dimensins have begun t be recgnized. Specifically, in a labur market which will becme increasingly cmpetitive, the ability t recruit and retain high quality emplyees will be affected by the degree t which the emplyer is able t meet the desires f emplyees fr nging learning and develpment. Althugh the degree f imprtance will differ accrding t the nature f the emplyees areas f wrk, it is clear that talented persns are increasingly making emplyment decisins based in a significant way n the ptential they see f cntinuing t grw in their area f specializatin and in their general abilities. Such decisins include bth the decisin t accept emplyment and the decisin t stay with the current emplyer. Within the Public Service, learning needs are being cnceptualized in a fur-tier schema: 1. needs cmmn acrss the Public Service 2. needs cmmn acrss a Department r Agency 3. needs cmmn acrss a functinal cmmunity 4. develpmental needs The majrity f activity in elements 1 and 3 will emanate frm central initiatives led by the Public Service Human Resurce Management Agency f Canada (PSHRMAC), the Canada Schl f the Public Service (CSPS) and the champins f functinal cmmunities. CSC will play a cntributry rle in these areas. It is prbable that CSC will have t cntinue t address sme needs in element 3, particularly fr thse functinal cmmunities fr which we are a majr emplyer (e.g. Psychlgists) r fr which there are unique requirements (e.g. IM/IT interactivity with highly secure netwrks). Element 2 will be the primary respnsibility f the Learning, Training and Develpment functin within CSC. This element includes departmental-specific rientatin prgrams (e.g. Crrectinal Training Prgram, Parle Officer Orientatin, New Emplyee Orientatin Prgram); skill develpment prgrams that are required in the crrectinal envirnment (e.g. firearms, self-cntained breathing apparatus, chemical agents and munitins, persnal safety, wmen-centered training, etc.), and departmental specific training fr supervisrs and managers (e.g. Crisis Management Training Prgram, etc.)

20 Element 4 (develpmental needs) will be partially addressed thrugh centrally-led prgrams r appraches (e.g. Management Trainee Prgram, Career Assignment Prgram, Leadership Develpment prgrams f the CSPS, etc.). Hwever, such prgrams have limited capacity and currently are ften cstprhibitive fr CSC, given the ther demands n learning resurces. There will therefre remain a large area f respnsibility and effrt fr CSC t create and maintain develpmental learning and pprtunities fr its wn emplyees in rder t have individuals prepared t take n greater respnsibilities and t retain ur highly skilled emplyees. CSC has invested a significant amunt f resurces in an attempt t ensure that staff members receive the training necessary t remain cmpetent and safe in their current rles. The Natinal Training Standards ensure thrugh careful mnitring, that emplyees receive required training. Further, CSC has invested in the establishment and peratin f a management learning centre t prmte the learning f management skills apprpriate t the crrectinal cntext, and t prmte the develpment f natinally-cnsistent appraches based n plicy and sharing f best practices. The recgnized need fr learning activities and the demand frm staff and bargaining agents exceeds the capacity f current CSC resurces and structures fr such activities. In rder t address this situatin, a number f initiatives are underway and/r planned fr in the next fiscal-year. Key amngst these are: a redefinitin f the rles and respnsibilities related t learning, training and develpment implementatin during FY a redefinitin f the Natinal Training Standards - implementatin during FY the renewal f the Learning and Develpment Plicy Framewrk via the issuance f Guidelines cvering the implementatin f the Public Service Plicy n Learning, Training and Develpment; Administratin f Required Training within the CSC; Educatinal Supprt fr Emplyees; Develpmental Language Training. the creatin f a planning framewrk that will capture planned Learning, Training and Develpment activities spnsred by all Regins and Sectrs and reprt n actual achievements against the plan at the cnclusin f each Fiscal Year. Over the next three years The fllwing sectin describes specific initiatives ver the three-year planning hrizn designed t mdernize current activities in rder t better address needs while reallcating sme resurces t address gaps. The primary gap areas evident at the mment are: skills refresher-training fr Crrectinal Officers/Primary Wrkers; develpmental learning pprtunities fr all grups f emplyees; and access t develpmental language training. The latter tw areas have an impact n bth the recruitment and the retentin f emplyees. As the implementatin f current initiatives t change rganizatinal structures and t enhance successin planning prceeds, it is prbable that learning initiatives will be required t supprt these change prjects. 20

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