2 Department of Internal Services Statement of Mandate
3 CONTENTS 1. MESSAGE FROM THE MINISTER AND DEPUTY MINISTER MANDATE/VISION/MISSION MANDATE VISION MISSION STRATEGIC GOALS QUALITY Quality Initiative CLIENT SERVICE Information Access and Privacy Identity and Access Management SUSTAINABILITY Efficient Buildings Trunked Mobile Radio 2 Agreement Strategic Procurement ENGAGED AND SUPPORTIVE WORKPLACE Employee Engagement GOVERNMENT PRIORITIES FISCAL Strategic Facility Management Lean Government Shared Services ECONOMY Open Government EDUCATION Public Works Youth & Apprentice Support DEMOGRAPHICS BUDGET CONTEXT INTERIM PERFORMANCE MEASURES CLIENT SERVICE - NEEDS AND EXPECTATIONS OF CLIENTS QUALITY - EFFECTIVE SERVICE, CONTINUOUS IMPROVEMENT SUSTAINABILITY EFFICIENT, SUSTAINABLE DELIVERY OF SERVICES OVER THE LONG TERM OPERATIONAL MEASURES ENGAGED AND SUPPORTIVE WORKPLACE - INVEST IN PEOPLE, ADOPT A POSITIVE AND SUPPORTIVE WORKPLACE CULTURE
4 1. MESSAGE FROM THE MINISTER AND DEPUTY MINISTER We are pleased to present the Statement of Mandate for Internal Services for Internal Services, created in April 2014, will continue its work to better serve the people of Nova Scotia. Across the province, our employees manage and maintain public buildings, process a million financial transactions each year, meet government s space and inventory needs, audit government operations, make best use of technology, manage major purchases for the public sector using fair and open practices and help public bodies administer the Freedom of Information and Protection of Privacy (FOIPOP) Act. Our mandate is to efficiently provide quality services and supports that allow the public sector to deliver the programs and services that Nova Scotians rely upon. We are well-positioned to meet our goals so that other departments can focus on delivering important programs for Nova Scotians. Together, we re leading three of government's priorities: Shared Services Lean Government Strategic Facility Management Our strategic goals, which are outlined in this plan, have been set to ensure quality, sustainable results. Nova Scotia s fiscal situation is challenging us to be innovative in the way we deliver public sector services. During our first year, we began the Shared Services initiative, which will transform how services are delivered across the public sector. We re improving service to Nova Scotians by streamlining administrative supports and services across government departments, health authorities, IWK, school boards and five Crown corporations. We re focusing on standardizing our practices to work smarter and be more efficient. Government owns and manages the Trunked Mobile Radio system, which first responders and other organizations use to keep Nova Scotians safe. In , Internal Services will invest in upgrades to a next-generation, all-digital radio system for use by police, the RCMP, volunteer firefighters, ambulances, ground search and rescue teams, municipal emergency management organizations, health authorities, school boards, Nova Scotia Power, rural broadband providers, ham radio operators and others. We re providing leadership across the public sector to ensure that first responders and public works organizations have the communications tools they need to do their jobs. Updates to the procurement policy will see government get best value for public money. This plan outlines these, and other key activities, as we work to meet our commitments for Sincerely, Labi Kousoulis Minister of Internal Services Jeff Conrad Deputy Minister 2
5 2. MANDATE/VISION/MISSION 2.1 Mandate To provide quality services and supports that allow other government departments and public service entities to deliver the programs and services Nova Scotians rely upon. 2.2 Vision Service Excellence. 2.3 Mission Deliver Effective and Sustainable Shared Services. 3. STRATEGIC GOALS The Department of Internal Services (ISD) provides key corporate services to public sector clients, under five functional branches: Financial Services Information, Communications & Technology Services Internal Audit Procurement Public Works To better support our clients in delivering their mandates, ISD will focus on four strategic goals: Quality Client service Sustainably An engaged and supportive workplace In addition to being strategic goals in and of themselves, quality, client service, sustainability, and employee engagement are fundamental to every initiative across the department. For clarity and focus, the following ISD priorities are categorized under the goal they best fit, but each priority to some degree supports all four. 3.1 Quality Quality Initiative ISD will apply to be a Bronze Partner in Excellence with Excellence Canada.
6 Excellence Canada is an independent, not for profit organization committed to enhancing Canada s well-being and global leadership through the adoption of management principles and practices that that reinforce excellence in quality service. The criteria for Bronze level certification align with the Department s objectives, and the application process provides additional guidance and established benchmarks to help measure our progress. 3.2 Client Service The Department will reflect the needs and expectations of the clients, and will focus on effective service and continuous improvement. The priorities are: Information Access and Privacy ISD will consolidate information access and privacy resources across government under a centralized program. The Chief Information, Access and Privacy Officer will Establish and lead the Access and Privacy Program Oversee all administrators Be accountable to departments for the overall management of the obligations under the FOIPOP Act Centralization will strengthen government s access and privacy program through greater consistency, capacity, and expertise in responding to FOIPOP requests. It will enable the consistent application of legislation, and support the development and approval of privacy impact assessments, breach investigations, reviews, etc. Administrators will work as part of a broader team with expertise in privacy and best practices Identity and Access Management ISD will lead the implementation of an integrated identity access management project to enable public access to a variety online government services through a single, secure entry point. With a personal, secure login, individuals and businesses will be able to access applications, key forms, and information across departments. The simplified process will save time, reduce errors, and more effectively protect personal information by not requiring users to enter the same data multiple times.
7 3.3 Sustainability Delivery of services will be efficient and sustainable over the long term. The priorities are: Efficient Buildings The Department will identify and implement measures to increase the energy efficiency of government-owned buildings and will continue to review government buildings to ensure they are cost-effective while meeting the needs of clients Trunked Mobile Radio 2 Agreement The Department will manage the implementation of a next generation mobile radio system for the 8,300 users of the current Trunked Mobile Radio Service. This is a partnership with the private sector to design, build and operate a new system for 10 years Strategic Procurement The Department will update the province s procurement policy. The new policy will be designed to drive best value for the expenditure of public funds through maximizing competition and adopting commercially reasonable business practices. In addition, the Department will establish a new procurement audit function within the Internal Audit Centre. The Province spends billions of dollars each year on goods, services, and construction. Additional oversight and compliance will further support cost-effective, competitive, and fair procurement processes, and promote more savings under the Province s Shared Services initiative. 3.4 Engaged and Supportive workplace Our employees are key to our success. The Department will invest in people and adopt a positive and supportive workplace culture. The priority is: Employee Engagement The Employee Engagement Committee will provide a collaborative forum to generate innovative approaches to increase engagement. Committee members will engage employees through surveys (e.g. the How s Work Going? program), focus groups, working groups, and other means to encourage contributions of positive ideas and opportunities for improvement. The Senior Executive team will have oversight over committee recommendations and action plans. ISD will develop and implement an updated Health, Safety, and Environment Program. Internal Services employees will also participate in the Diversity and Healthy Workplace Committees.
8 4. GOVERNMENT PRIORITIES 4.1 FISCAL Balanced budget during mandate and achieve sustainable government ( ) Government is committed to balancing the budget by and achieving ongoing, fiscal sustainability. In , ISD will focus on the following priorities in support of Government s fiscal priority: Strategic Facility Management In partnership with other departments, ISD will reduce the footprint and cost of leased and owned property through opportunities such as: Regional/joint locations Digitizing hard copies of records Reduced or shared space for mobile workers Flexible Work Arrangements Designing office space to be more efficient Disposing of surplus and non-essential properties (working closely with TIR) Lean Government The Department will lead a government-wide initiative to improve process speed and quality by eliminating waste and achieving greater consitency Shared Services ISD will transition procurement, information technology, and finance employees into the Department. Resources will be strategically consolidated over time to standardize processes, reduce duplication, increase efficiency, and reduce costs. 4.2 ECONOMY Create climate for economic growth in private sector and social enterprise to support OneNS economic goals Government recognizes that creating good, sustainable jobs for Nova Scotians is the role of the 24 private sector and social enterprises. The role of government is to create a climate that fosters the economic growth of private sector and social enterprise. In , ISD will focus on the following priority in support of Government s economic priority:
9 4.2.1 Open Government ISD will establish an open data portal to make user-friendly government datasets available to the public. More government data will be freely available to individuals, academics and the business community in a way that can stimulate economic growth. 4.3 EDUCATION Increase workforce participation and entrepreneurship by improving early childhood and P-12 education systems and continually improving opportunities for skills development and knowledge through post-secondary education, training, and apprenticeship. Government recognizes that a strong economy begins with a skilled workforce. The role of government is to help ensure every Nova Scotian can achieve her or his potential. Responsibility rests across all departments to support the conditions that enable young Nova Scotians to have the best possible start in life and continued success into adulthood and the workforce. In , the ISD will focus on the following priority in support of Government s education priority: Public Works Youth & Apprentice Support Public Works will recruit and employ apprentices. Government-sponsored opportunities will offer the work experience required to become certified and find good jobs at home here in Nova Scotia. In keeping with the government s Youth Strategy, ISD will look for opportunities to employ youth full-time, in co-op placements, and as summer students. 4.4 DEMOGRAPHICS Increase net interprovincial in-migration and international immigration levels; enhance wellness & health initiatives; enhance workforce participation of youth, older workers, and marginalized communities; and enhance communities and social well-being. To realize its economic and social potential, Nova Scotia will grow its labour force, and increase the productivity of its workers.
10 5. BUDGET CONTEXT Internal Services Estimate Forecast Estimate Program & Service Area ($ thousands) ($ thousands) ($ thousands) Departmental Expenses: Senior Management 2,060 2,227 2,996 Procurement 4,222 3,897 10,457 Financial Service Delivery 5,614 5,362 8,916 Information, Comm & Tech Shared Services 60,898 61, ,053 Grants to Crown Corporations - 5,635 3,816 Public Works - Administration Security, Risk Management & Insurance Service 2,732 3,207 2,777 Real Property Services 1,542 1,524 1,546 Water Utilities 1,488 1,552 1,487 Public Safety & Field Communications 9,422 9,382 15,273 Environmental Services & Remediation 2,802 34,322 1,903 Building Services 16,009 16,209 17,893 Public Works & Special Projects 7,938 7,638 7,938 Total Departmental Expenses 115, , ,300 Additional Information: Fees and Other Charges 2,674 2,697 2,803 Ordinary Recoveries 6,965 10,104 12,052 TCA Purchase Requirements 25,205 25,686 32,826 Provincially Funded Staff (FTE s)
11 6. INTERIM PERFORMANCE MEASURES Under the government s Shared Services initiative, the Department s client and employee base will be expanded in to include several new organizations. As part of this process, service level agreements will be developed in consultation with ISD client groups. Key performance indicators and measures will be included in each service level agreement. A long-term departmental strategic planning initiative began in June of Staff has been engaged in developing ISD s vision and mission, as well as strategic goals and values that align with the department mandate and government priorities. The next phase is to further engage staff and clients in developing performance indicators and measures. Given the Department s expanding client base, the ISD s strategic planning working group will engage existing and new clients and employees to develop departmental performance indicators and measures that are integrated with shared service level agreements and meaningful to both the Department s clients and employees. In the interim, the following measures are provided for each of the Department s four strategic goals: 6.1 Client Service - needs and expectations of clients. Outcome Measure Past Data target Long Term Target Strategic Actions Effective and relevant client service Provide timely and accurate payroll to employees of the Province of Nova Scotia, School Boards, and Province and Teachers Pensioners. New measure: since July 2013 payroll has run on time, and been accurate given its reliance on inputs from outside influences HR paperwork; SAP system and external system support Sustain current timelines Sustain current deliverables Continue to identify opportunities to process improve with other key participants in the payroll process Analyze business processes with a view to using standard delivered SAP / system interventions and reduce manual workarounds Internal Audit Client Satisfaction Survey Internally completed projects : 2013 : 88.6% 2014 : 86.0% Projects completed by external consultants & managed by ISD : 2013: 77.6% % 80% Sustain 80% Maintain client satisfaction that meets or exceeds a target of 80% by completing effective engagements (i.e. planning, execution, reporting), with professional and capable staff.
12 6.2 Quality - effective service, continuous improvement Outcome Measure Past Data target Long Term Target Strategic Actions Excellence in client service Excellence Canada Certification New Measure Bronze Certification Platinum certification The Department s strategic planning team will lead the pursuit of certification and promote the integration of Excellence Canada principles and practices in the day to day activities of the Department. 6.3 Sustainability efficient, sustainable delivery of services over the long term. Outcome Measure Past Data target Long Term Target Strategic Actions Open, fair and transparent procurement process that results in best value for the province Percentage of government Department expenditure obtained through competitive bid process : 92% : 89% : 91% : 89% : TBD 90% 90% Develop and communicate new corporate Procurement Policy and continue to work with government entities to maximize compliance and ensure expenditures are made through competitive bid processes. Maintaining a sustainable target of 90% allows for circumstances where a competitive process is not possible or where protocols for non-competitive procurements exist. Efficient and timely financial transactions Decrease the volume of paper transactions within Financial Service Delivery (eg. Off cycle cheques, vendor payments, remittances, T4s, T4As, etc.) Currently: produce about 20 off cycles monthly; T4 and T4 A are printed and distributed via Canada Post Move Off cycle cheque production to EFT; Increase electronic vendor payments from 75% to 80%; Provide T4 and T4A via portal with the exception of an identified print list Sustain EFT production for off cycles; 95% vendor payments; sustain T4/ T4A via portal Continue to identify opportunities to reduce paper transactions in the delivery of financial services Analyze business processes with a view to using standard delivered SAP / system interventions and reduce manual workarounds Increase the availability for Accounts Receivable Customers of the province to pay via electronic means, reducing cheques and cash handling. New measure Initiate the new measure with 2 departments to start One additional department each year Long term intention to introduce the electronic processing across all departments
13 7. OPERATIONAL MEASURES 7.1 Engaged and Supportive Workplace - invest in people, adopt a positive and supportive workplace culture Outcome Measure Past Data target Long Term Target Strategic Actions Engaged employees and a supportive workplace. Engagement Index (How s Work Going Survey) (survey conducted every 2 years) New Measure New measure To Be Determined Develop and implement employee engagement plan. Develop and implement diversity plan Partner with Public Service Commission to develop manager capacity in recognizing and coaching performance.
Accountability Report 2014 2015 Department of Internal Services Table of Contents Accountability Statement... 3 Message from the Minister and Deputy Minister... 4 Financial Results... 5 Measuring Our Performance...
Nova Scotia Department of Finance Business Plan 2009-2010 Table of Contents 1.0 Message from the Minister...3 2.0 Mission/Vision and Planning Context...4 3.0 Core Business Areas...5 4.0 Strategic Goals...8
Public Service Commission Statement of Mandate 2014 2015 Inspired, client-focused professionals delivering innovative HR programs to advance employee engagement and the work of the Nova Scotia public service.
Ministry of Technology, Innovation and Citizens Services 2015/16 2017/18 SERVICE PLAN February 2015 For more information on the British Columbia Ministry of Technology, Innovation and Citizens Services,
Ministry of Finance Plan for 2015-16 saskatchewan.ca Statement from the Minister I am pleased to present the Ministry of Finance Plan for 2015-16. Government s Direction and Budget for 2015-16 is focused
MINISTER CLIENT SERVICE LIAISON DEPUTY MINISTER ASSOCIATE DEPUTY MINISTER Transformation ASSOCIATE DEPUTY MINISTER Service Delivery HUMAN RESOURCES COMMUNICATIONS CENTRAL REGION POLICY & INFORMATION MANAGEMENT
Statement of Mandate 2013-2014 Table of Contents Message from the Minister and Deputy Minister 1.0 Our Mandate... 4 1.1 Our Mission... 4 2.0 Our Priorities... 5 2.1 Make Life More Affordable and Breaking
Branch Human Resources Introduction An organization s ability to deliver services to citizens is highly dependant on the capacity of its workforce. Changing demographics will result in increasing numbers
Public Service Commission Accountability Report for the fiscal year 2012 2013 Strategic human resource business partners and leaders, committed to client service excellence Table of Contents Accountability
Department of Economic and Rural Development and Tourism Statement of Mandate 2014-2015 Learn, Innovate, Compete, Succeed Table of Contents Message from the Minister and Deputy Minister... 3 Mandate...
ICT Services 2015/16 Strategy & Opportunities 2015 Atlantic Provinces Reverse Trade Show October 2015 OverView Changes Year in Review Strategy Opportunities Discussion Changes Changes Government Departments
Department of Finance Strategic Plan 2011-2014 A vibrant and self-reliant economy and prosperous people. Department of Finance 2009-10 Annual Report 1 Department of Finance P.O. Box 8700, Confederation
Nova Scotia Department of Finance Accountability Report 2008-2009 Table of Contents 1.0 Accountability Statement...3 2.0 Introduction...4 3.1 Vision & Mission...4 3.2Core Business Areas...4 3.0 Department
DEPARTMENT OF ADVANCED EDUCATION AND SKILLS Strategic Plan Fiscal Years 2011-12 to 2013-14 1 Message from the Minister I am pleased to submit a strategic plan for the Department of Advanced Education and
Service Alberta BUSINESS PLAN 2010 13 Service Alberta BUSINESS PLAN 2010-13 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2010 was prepared under my direction in accordance
Ministry of Advanced Education 2015/16 2017/18 SERVICE PLAN February 2015 For more information on the British Columbia Ministry of Advanced Education, see Ministry Contact Information on Page 19 or contact:
Public Service Commission Strategic Plan Part A, 2011-2016 Year 5 2015/16 Promoting and modeling excellent human resource practices Message from the Minister It is my pleasure to update the Public Service
Department of Finance Strategic Plan 2012-2017 Department Vision Statement A Yukon where public funds are prudently managed so that sufficient financial resources are available to provide Yukon citizens
Nova Scotia s Apprenticeship Agency Discussion Paper Department of Labour and Advanced Education January 2014 Enhancing the Apprenticeship System in Nova Scotia Nova Scotia s apprenticeship system plays
hief Information Office 2009-10 Business Plan hief Information Office Business Plan 2009-10 Table of ontents 1. Message from the hief Information Officer 1 2. Vision 2 3. Mission 2 4. Mandate 2 5. Link
Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,
2014/15 2016/17 Public Business Plan Legal Aid Ontario Contents Mandate... 4 Governance... 4 Our values... 5 LAO s strategic priorities... 6 LAO s strategic priorities for 2014/15... 8 LAO s priorities
Evaluation of the Receiver General for Canada Volume 1: Stewardship of the Consolidated Revenue Fund and Accounts of Canada Office of Audit and Evaluation March 31, 2016 Table of Contents Introduction...
Operational Management Financial Management Human Resources Contracts and Procurement Management Physical Resources Mission The Department of Administration for Human Services promotes excellence across
Service Alberta BUSINESS PLAN 2009-12 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2009 was prepared under my direction in accordance with the Government Accountability
Nova Scotia Department of Finance Business Plan 2006-2007 Table of Contents Message from the Minister... 2 Mission Statement... 3 Planning Context... 3 Core Business Areas Financial Management... 5 Investment
Sample Employee Recognition Presentation What is Employee Recognition? Any word or deed towards making someone feel appreciated and valued for who they are and recognized for what they do. A range of formal
2014 Business Plan & Budget Finance Department Mission Statement To support our internal and external stakeholders in bringing together people, partnerships and possibilities to be financially strong and
Business Plan 2015-2017 safetycodes.ab.ca Table of Contents Introduction 4 Strategic Priorities 5 Organizational Structure 7 Business Plan Goals 8 2015 Financials 13 2015-2017 Business Plan Page 3 Introduction
Introduction The Human Resources Branch provides strategies, programs, services and consultation to attract and retain a diverse, engaged, innovative and skilled workforce to build a great city. Recruitment
NOVA SCOTIA HOUSING DEVELOPMENT CORPORATION BUSINESS PLAN 2010-2011 TABLE OF CONTENTS MESSAGE FROM THE NOVA SCOTIA HOUSING DEVELOPMENT CORPORATION...1 1.0 MISSION/ MANDATE...2 2.0 STRATEGIC GOALS...2 3.0
Overview DHS Central and Shared Services provide critical leadership and business supports necessary to achieve the mission of the agency: helping Oregonians achieve well-being and independence through
Performance Audits 2 Electronic Health Records Summary Nova Scotia is working towards the development of a provincial electronic health record system known as SHARE. The province is participating in and
Human Resource Management Module 18 Participate in this seminar to learn more about the board of education s role as an employer. Module 18 workshop and resource materials include these important topics:
Report of Recommendations on Financial Literacy EXECUTIVE SUMMARY AND RECOMMENDATIONS Canadians and Their Money Building a brighter financial future December 2010 Executive Summary Financial literacy is
Director Benefits Safety Administrative Program Training/Development Employee/Employer Relations Workers Compensation Recruitment Classifications & Compensation Youth Job Training Description of the Service
MINISTER DEPUTY MINISTER PROGRAM STANDARDS AND QUALITY ASSOCIATE DEPUTY MINISTER POLICY AND INTERGOVERNMENTAL AFFAIRS PARTNERSHIPS AND PHYSICIAN SERVICES FINANCIAL OFFICER PUBLIC HEALTH OFFICER/ MEDICAL
Atlantic Provinces Community College Consortium Business Plan 2005-2006 2 Table of Contents 1.0 Introduction.....3 2.0 The Planning Context..... 4 2.1 Vision and Mission..4 2.2 Strategic Planning Themes...4
Ontario Public Health Organizational Standards Ministry of Health and Long-Term Care Ministry of Health Promotion and Sport Table of Contents Part I:Introduction... 3 Purpose... 3 Scope and Accountability...
BILL NO. 1 Government Bill 4th Session, 61st General Assembly Nova Scotia 61 Elizabeth II, 2012 An Act to Respect the Status of the Artist CHAPTER 15 ACTS OF 2012 AS ASSENTED TO BY THE LIEUTENANT GOVERNOR
AAppendix A: Details on Adult Education Programs and Related Services in Ontario 54 Ontario Learns: Strengthening Our Adult Education System In June 2004, information was gathered from Ontario government
Department of Finance Strategic Plan 2015-2019 California s Fiscal Policy Experts California s Fiscal Policy Experts MESSAGE FROM THE DIRECTOR Since fiscal year 2011-12, the state has recovered from budget
Fiscal Year 2015 Budget Mission Statement and Background The (OMB) assists the President in the development and execution of his policies and programs and in meeting certain requirements in law such as
U.S. GENERAL SERVICES ADMINISTRATION STRATEGIC PLAN Fiscal Year 2014 2018 STRATEGIC PLAN Fiscal Year (FY) 2014 2018 CONTENTS Agency Information... 1 Overview... 1 Mission, Vision and Goals... 1 GSA Priorities...
SCHOOL DISTRICT BUSINESS LEADER Test Design The School District Business Leader assessment consists of two tests. Each test contains a section with multiplechoice questions and a section with written assignments.
MINISTRY OF FINANCE REVENUE SERVICES OF BRITISH COLUMBIA REPORT January - December 2008 Table of Contents Overview... 3 Background... 3 Status Update... 4 Contract Objectives... 5 Implementing a Revenue
BUSINESS PLAN FOR THE PERIOD OF 2007 2010 Government Board Approval TABLE OF CONTENTS 1. Accountability Statement 1 2. PDD Governance and Accountability 1 3. PDD Strategic Directions 2 4. The Community
Goal 5: Create a 21st century approach to government by improving efficiency, effectiveness, and customer interaction STRATEGIC OBJECTIVE 5.3: Promote efficient use of resources through shared services,
Department of Finance Financial Control and Compliance Investing and Cash Flow Management Accounting and Financial Reporting Payment of Countywide Obligations Risk Management* * The Risk Management budget
Canada Revenue Agency Sustainable Development Strategy 2011-2014 Responsibility. Innovation. Commitment. RC4087(E) Rev. 11 xxxx Message from the Commissioner The Government of Canada tabled its first Federal
Canada School of Public Service Departmental Performance Report Original version signed by: The Honourable Tony Clement President of the Treasury Board and Minister for the Federal Economic Development
Province of Newfoundland and Labrador Report on the Program Expenditures and Revenues of the Consolidated Revenue Fund FOR THE YEAR ENDED 31 MARCH 2013 Province of Newfoundland and Labrador Report on the
City of Toronto STRATEGIC ACTIONS 2013-2018 Contents Message from the City Manager 2 Council s Strategic Plan 3 Developing Strategic Actions 6 Strategic Actions 2013-2018 7 City Building 8 Economic Vitality
The Corporation of the City of Burlington PARKS & RECREATION REC 026 ADMINISTRATIVE POLICY FACILITIES JOINT VENTURE POLICY Effective: January 2010 PREAMBLE: Parks and Recreation services are part of the
Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs ) Approved by the CCHRA, Board of Directors October, 2007 Revised Body of Knowledge And Required
BUSINESS PLAN 2000-03 Government Services ACCOUNTABILITY STATEMENT This Business Plan for the three years commencing April 1, 2000 was prepared under my direction in accordance with the Government Accountability
Business Plan 2002-2003 March 27, 2002 Mission Transportation and Public Works Construct, maintain and manage provincial highways, buildings and related infrastructure, and provide accommodation, property
Ministry of Technology, Innovation and Citizens Services Assistant Deputy Minister Integrated Workplace Solutions Victoria Ministry Overview The Ministry of Technology, Innovation and Citizens Services
Policy Statement Information is a strategic business resource that the must manage as a public trust on behalf of Nova Scotians. Effective information management makes program and service delivery more
Auditor General s Office Governance and Management of City Computer Software Needs Improvement Transmittal Report Audit Report Management s Response Jeffrey Griffiths, C.A., C.F.E Auditor General, City
Service Alberta BUSINESS PLAN 2008-11 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2008 was prepared under my direction in accordance with the Government Accountability
2015-18 Department Business Plan Financial Services Financial Services is a central support department that coordinates, consolidates and manages Strathcona County s finances, while providing service to
Strategic Mandate Agreement (2014-17) Between: The Ministry of Training, Colleges and Universities & Confederation College of Applied Arts and Technology ONTARIO S VISION FOR POSTSECONDARY EDUCATION Ontario
Director Debt Deputy Director and Budget FOCUS Business Support Group Budget Development & Production Revenue & Tax Analysis Customer & Information Technology Core Financial Processing Capital Projects/CIP
THE RACE IS ON? Comparing Public Sector Shared Services in US and Canada Chazey Partners Chas Moore, Managing Director Canada & Grant Farrell, Managing Directors US, share insights about shared services
Ministry of Social Development and Social Innovation 2015/16 2017/18 SERVICE PLAN February 2015 For more information on the British Columbia Ministry of Social Development and Social Innovation, see Ministry
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
U.S. Department of Education Office of Inspector General Five-Year Strategic Plan Fiscal Years 2014 2018 Promoting the efficiency, effectiveness, and integrity of the Department s programs and operations
FINANCE DEPARTMENT 2012-2014 BUSINESS PLAN Overview The Finance Department incorporates the vision of the City of Waterloo in its day-to-day activities by providing customer service by; advising, assisting
CANADIAN NORTHERN ECONOMIC DEVELOPMENT AGENCY Statement of Management Responsibility Responsibility for the integrity and objectivity of the accompanying financial statements for the initial period starting
Final Audit Report Audit of the Human Resources Management Information System December 2013 Canada Table of Contents Executive summary... i A - Introduction... 1 1. Background... 1 2. Audit objective...
Management Initiatives in Ontario School Boards: Supporting Student Achievement by Minimizing Distractors Nancy Naylor Assistant Deputy Minister Business and Finance Division Ontario Ministry of Education
Program: Human Resources Program Based Budget 2014-2016 Page 39 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to
MINISTRY OF SUSTAINABLE RESOURCE MANAGEMENT The mission of the Ministry of Sustainable Resource Management is to provide provincial leadership, through policies, planning and resource information, to support
Corporate Procurement and Supply Services CORPORATE SERVICES Branch Manager: Dan Lajeunesse 16 CORPORATE PROCUREMENT AND SUPPLY SERVICES 2016 2018 BUSINESS PLAN Table of Contents INTRODUCTION Our Branch
Chief Financial Officer Functional Leadership Plan The Functional Leadership Plan of the Office of the Chief Financial Officer (CFO) for the National Aeronautics and Space Administration (NASA) addresses
REVISED Jan 14/16 (Slide 15 only) P.O. Box 1749 Halifax, Nova Scotia B3J 3A5 Canada Item No. 6 Committee of the Whole January 13, 2016 TO: SUBMITTED BY: Mayor Savage and Members of Halifax Regional Council