Strategic Plan for Human Resource Management 2009-2010 to 2011-2012

Commissioner's Message

The other day, I was asked to describe what would be different five years from now in terms of people management. I thought this question was very timely, given that we were reviewing our achievements so far in terms of our human resource renewal agenda.

There are three key areas where I see there will be major differences; in our workforce, in the workplace, and around leadership within the Service.

The first pertains to our workforce. I anticipate that in five years, we will have a more streamlined and effective recruitment process in place, a process that sees stronger ties to universities and community colleges, and one that sees more effective and timely tools for the selection of staff. I also foresee a more effective approach to identifying and delivering learning and development opportunities to all employees within the Service. As well, our approach to knowledge transfer will allow us to benefit from the tremendous knowledge, skills and experience of these employees prior to their departure from the Service and will help us prepare the next generation of replacements and leaders. I also foresee our workforce at all levels of the organization being more representative of the communities we work with across this country. Our workforce will continue to be proud of their contribution to public safety results and, at the end of the day, will feel that they have made a difference for all Canadians.

As for the workplace, I foresee an environment where open, respectful and constructive dialogue occurs every day among colleagues, between staff and supervisors, and between managers and unions. It will be an environment where everyone feels comfortable raising issues and concerns, confident in the belief that action will be taken where warranted. As well, every staff member will feel safe in their working environment, and avenues for resolving any potential concerns will be easily accessible and respond to issues in an effective and expeditious manner.

Progress will continue to be made in building relationships. Solid teamwork, effective communications and the efforts of each person will continue to help make the Correctional Service of Canada ( CSC ) a positive work environment. The relationship between the human resource management function and CSC operations will be enhanced, and these relationships will serve to strengthen the continuum of support required to achieve correctional results.

In terms of leadership within the organization, it will be characterized by highly effective communications and accessibility. Leaders in the organization will openly encourage innovation and creativity at all levels. As well, leaders will foster an overall learning culture and ensure that lessons learned are shared with everyone on a regular basis.

There is no question that some of these elements exist in parts of the organization today, but I envision all of these elements existing throughout the organization in the near future. We all have a role to play in making this happen, so the journey down this path starts now!

Don Head
Commissioner of Corrections
Correctional Service Canada

Introduction

Human Resource Management—Responding to Change and Need

The Correctional Service of Canada (CSC) is undergoing an exciting period of renewal. With renewal and change, it is essential for the human resource management function to adopt a strategic role in order to support and enable CSC 's business drivers. CSC is in the people business, and people and positive relationships comprise our most important asset; this is essential for fulfilling our public safety mandate.

Every person at CSC has a role to play in helping to achieve the results set out in this Plan. CSC 's managers have shared accountability for these results. The Assistant Commissioner Human Resource Management is accountable for setting the foundation and people services that will enable managers to meet their business goals efficiently and effectively. The Deputy Commissioners and Assistant Commissioners, and managers and supervisor within their region or sector, are accountable for the implementation of good human resource management to provide a healthy workplace and ensure a productive and innovative workforce, and enabling learning and development. Employees are responsible for being a partner to create a healthy workplace, productive and innovative workforce, and for their learning and development.

Regional support for the Plan will be assumed primarily by the Assistant Deputy Commissioners of Corporate Services.

CSC's Program Activity Architecture

Description:

The CSC Program Activity Architecture as outlined in the Report on Plans and Priorities (RPP).

CSC's Program Activity Architecture

This Strategic Plan for Human Resource Management covers the period of 2009-2010 to 2011-2012. The Plan integrates CSC's business lines as found in the Program Activity Architecture and as outlined in the CSC Report on Plans and Priorities (RPP).

In December 2007, after completing an in-depth review of the federal correctional system, an Independent Review Panel delivered its report, A Roadmap to Strengthening Public Safety.Footnote 1 The human resource management priorities are aligned with the Review Panel's observations and recommendations.

The CSC Review Panel endorsed CSC 's Strategic Plan for Human Resource Management for 2007-2008 to 2010-2011. The Review Panel developed a set of recommendations to respond to issues that came out of discussions with frontline staff and to the underlying issues CSC must address in order to further the strategic priorities outlined in the Plan. The following chart provides a summary of the Panel's recommendations. These recommendations are integrated throughout this plan.

Human Resource Management

Description:

The Panel's recommendations, target the following elements: Governance Structure, Team-Oriented Organization, Succession Plan, Horizontal Career Development, Appropriate Level of Funding for Human Resource Function; Management-Union Collaboration, Quality Assurance of CSC Policy Implementation, Training and Development, Recruitment and Retention; Knowledge Based Organization.

Human ressource Management

In endorsing the previous Strategic Plan for Human Resource Management , the Panel stated that "CSC 's priorities in matters related to human resource management must ensure that practices are robust and effective to allow the organization to deliver on its key operational priorities and other activities in a cost effective manner, and that this is done in a way that is consistent with public service values that are essential to a healthy workplace and to the confidence and trust of Canadians." Footnote 2

This statement is as true today as it was then, and while the previous 2007 CSC Strategic Plan for Human Resource Management achieved a number of milestones and brought ownership and accountability to CSC leaders by placing important HR issues on the organization's agenda, there is still much work to be done.

This Plan builds on the results of the initiatives put forth in the previous plan and continues to build on those important achievements to further support the organization in meeting its evolving business needs and the Government's overall public safety agenda. Regional and Sector activities in the area of human resource management and services flow from this Strategic Plan.

Integrated into the foundation of services provided by human resource professionals in all regions and at national headquarters in support of CSC activities, are plans and measures related to CSC priorities. Of importance in the medium and longer term is forging relationships and engaging our partners to continue to build on the current foundation of human resource management, and investing in our people through several key activities outlined under these three priorities. These priorities and key activities, including Public Service Renewal, will bring about improvements in human resource management in support of CSC's transformation and business objectives.

Vision Statement: The Human Resource Management function in CSC will move to a partnering model with a strong emphasis on providing responsive, consultative and client-focused service while positioning CSC strategically to attract and retain a competent, representative workforce who values a positive healthy workplace.

Vision Statement

Description :

Continued focus on building relationships, engaging our partners and investing in our people, will allow human resource advisors and managers to move from the traditional transactional focus through to a consultative focus, thus bringing a more strategic approach to Human Resource Management.

Vision Statement

The Current Context

The Economy

As the Clerk of the Privy Council outlines in his Sixteenth Annual Report to the Prime Minister, Footnote 3 the current economic environment poses challenges globally as well as for Canadians and, consequently, the Government of Canada. The world is experiencing the first synchronized global recession in more than 60 years, exacerbated by severe strains on international financial markets. Early in 2009, the Canadian economy entered into a recession, with job losses and reduced confidence on the part of business, investors and households. For these reasons, the Clerk of the Privy Council explains that "at no time has the Government needed a professional, non-partisan public service more than today."

The Canadian Public Service

The Canadian public service must be both responsive and responsible in providing the Government with professional advice and support. Public Service Renewal remains a top management priority. Not only must the long-term focus on renewal attract new recruits to replace employees leaving on retirement, but it must also develop and renew the competencies of those continuing their careers so that they respond to new ways of doing business and meet future challenges. Public Service Renewal must also address the inevitable demographic change in order to re-equip the public service as a vital national institution and leverage Canadian diversity.

In February 2009, important changes were announced to improve the management of human resources in the Public Service of Canada. These included the creation of the Office of the Chief Human Resources Officer (OCHRO) within the Treasury Board Secretariat. These changes are designed to reduce complexity in order to make the human resource governance structure for the public service simpler, more streamlined and more coherent. One of the first orders of business of the new CHRO was to clearly assign to deputy heads the primary responsibility for managing people and putting in place human resource regimes in their departments and agencies.

With this new governance structure, the Commissioner of CSC now has the primary responsibility for people management and services to ensure the human resource regime meets the needs of the organization. This provides an opportunity for CSC , as the change agenda calls for numerous activities and support in various human resource areas, including planning, recruitment, staffing, classification, learning and development, employee assistance, compensation and labour relations.

The Correctional Service of Canada

Our Operating Environment

The Correctional Service of Canada (CSC) is an agency within the Public Safety Portfolio. The Portfolio brings together key federal agencies dedicated to public safety, including the Royal Canadian Mounted Police, the National Parole Board, the Canada Border Services Agency, the Canadian Security Intelligence Service, and three review bodies, including the Office of the Correctional Investigator.

CSC contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more. This involves managing institutions (penitentiaries) of various security levels and supervising offenders on different forms of conditional release, while assisting them to become law-abiding citizens. CSC also administers post-sentence supervision of offenders with Long Term Supervision Orders for up to 10 years.

Our Responsibilities

On an average day in 2008-09, CSC was responsible for approximately 13,300 federally incarcerated offenders and 8,750 offenders in the community. However, over the course of the year, including all admissions and releases, CSC managed 20,500 incarcerated offenders and 16,750 supervised offenders in the community. Footnote 4 CSC provides services across the country—from large urban centres with their increasingly diverse populations, to remote Inuit communities across the North. CSC manages institutions, mental health treatment centres, Aboriginal healing lodges, community correctional centres and parole offices. In addition, CSC has five regional headquarters that provide management and administrative support and serve as the delivery arm of CSC's programs and services. CSC also manages an Addictions Research Centre, a Correctional Management Learning Centre, regional staff colleges and national headquarters. CORCAN, a CSC Special Operating Agency, provides work and employability skills training to offenders in institutions in order to enhance job readiness upon their release to communities and increase the likelihood of successful reintegration. Federally managed facilities include 57 institutions, 16 community correctional centres, and 84 parole offices and sub-offices.

Our Financial Resources

Approximately 75% of CSC's 2008-09 Annual Reference Level Footnote 5 was dedicated to the provision of care and custody of offenders in institutions and in communities, including fixed and semi-fixed costs for security systems, salaries for correctional employees, facilities maintenance, health services, food services and capital. Approximately 20% was allocated to correctional interventions, including case management and offender programs. The remaining 5% was dedicated to community supervision, including community-based residential facilities and community-based health services. Footnote 6

Our Workforce Footnote 7

CSC employs approximately 16,500 employees Footnote 8 across the country and strives to maintain a workforce that reflects the diversity in Canadian society. Just over 47% of CSC employees are women. Based on self-identification data, 5.5% of CSC employees belong to a visible minority group, 4.5% are persons with a disability, and 7.7% are Aboriginal.Footnote 9 CSC's representation rates for its employment equity groups are above workforce availability estimates, with the exception of women, who have recently fallen below this estimate by 1%.

Two occupational groups are essentially exclusive to CSC , representing over half of all staff employed in operational units. The Correctional Officer group comprises 38% of staff, while another 15% are in the Welfare Programmes category, which includes parole and program officers working in the institutions and in the community. The remainder of CSC's workforce reflects the variety of other skills required to operate institutions and community offices—health professionals, electricians, food service staff—as well as staff providing corporate and administrative functions at the local, regional and national levels.

The ten largest occupational groups at CSC are:

  • Correctional Officers/Primary Workers (CX group)
  • Parole Officers, Program Officers (WP group)
  • Administrative Support/Clerical (CR group)
  • Administrative Services – Project Officers/Managers, Assistant Wardens, Deputy Wardens, etc. (AS group)
  • Trades and Labour (GL and GS groups)
  • Nurses (NU group)
  • Psychologists (PS group)
  • Finance Officers (FI group)
  • Information Technology Professionals (CS group).

All staff work together to ensure that the institutions operate in a secure and safe fashion and that offenders are properly supervised on release.

CSC employs 100% of the CX group and nearly 76.8% of the WP group in the federal public service. In addition, CSC is a major federal employer of other groups: 72% of the PS group, 38.7% of the NU group and 17.9% of the GS group.

Institutions and community operations account for 87% of the CSC staff complement. Many CSC work sites are outside major urban centres. In some parts of the country, the location of our work sites creates recruitment challenges, especially for staff from the Employment Equity groups. There are also challenges in recruiting staff members able to provide services in both official languages.

Bargaining agents play an important role in CSC. In addition to the ongoing cycle of public service collective bargaining, bargaining agents are active in areas such as grievance administration, occupational health and safety, and issues involving disability and human rights. CSC actively engages in labour-management consultation through an extensive committee framework at the national, regional and local levels. Engagement with bargaining agents has served to more fully involve our union representatives as active stakeholders in a variety of developmental activities and problem-solving processes. CSC and the unions will jointly adopt a more strategic approach to consultations.

Strategic Context - Priorities of the Correctional Service of Canada

CSC priorities focus on the continued implementation of the recommendations of A Roadmap to Strengthening Public Safety. The following five priorities, developed to manage the changing offender population profile while enhancing CSC's contribution to public safety, support the implementation of CSC's mandate and Transforamtion Agenda :

  • Safe transition of eligible offenders into the community
  • Safety and security of staff and offenders in our institutions
  • Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders
  • Improved capacities to address mental health needs of offenders
  • Strengthening management practices

Contribution of Priorities to Strategic Outcome

CSC has one strategic outcome – its contribution to public safety. The CSC strategic outcome is to ensure that the custody, correctional interventions and supervision of offenders, in communities and institutions, contribute to public safety. The five overarching priorities listed above are aligned with the broad desired outcomes, which include initiatives resulting from A Roadmap to Strengthening Public Safety and ongoing commitments to effective correctional practice.

CSC has taken measures to maximize the effectiveness of its efforts by integrating its various planning processes. For example, CSC's Strategic Plan for Human Resource Management is linked directly to the business priorities and its Corporate Risk Profile. It is mapped against the Transformation Agenda initiatives as well as the agenda for change under Public Service Renewal and supports the entire organization.

Renewal in the Public Service

As stated in the Sixteenth Annual Report to the Prime Minister by the Clerk of the Privy Council:

"Renewal is not just another human resources initiative. It is, above all, about the business of government. It is about enabling public sector institutions to do a better job for Canadians. The business of government has become markedly more complex than in the past. Today, almost every department and agency must deal with global challenges, using new tools and asking people to work in new ways – in integrated teams, often across organizational boundaries. The bottom line for public servants is not profit, but service – making a difference to Canadians."

Public service leaders continue to be challenged to broaden and deepen renewal within their departments and agencies, with a focus on managing performance for results. In doing this, employee engagement in renewal, the active involvement of deputy heads, and the implementation of practical approaches to create a more diverse and representative workforce will be essential.

The PS Renewal Action Plan continues with its themes of planning, recruitment, employee development and enabling infrastructure. These themes are addressed throughout the CSC Strategic Plan for Human Resource Management.

Renewal at the Correctional Service of Canada

Achieving correctional results for all Canadians is impossible without a renewed workforce and workplace. The future for CSC looks promising. Various key activities have been initiated to renew its workforce and workplace in order to deliver on its public safety mandate. This new vision for CSC takes into consideration the different challenges facing CSC , such as an aging workforce, increasing retirements, and the changing profile of the offender population and its impacts on the workforce and workplace. Crucial to our success in meeting our renewal challenges is strong support from the human resource management function.

In the last two years, CSC has surpassed its PS Renewal objectives with respect to the recruitment of individuals from outside the public service into indeterminate positions, post-secondary recruitment, and mid-stream level recruitment. In addition, CSC has increased its representation rates in each of the Employment Equity groups. Now, in the context of renewal, human resources must become an important partner on the road to future success.

Corporate Risk Profile

The priorities and activities outlined in the Strategic Plan for the Human Resource Management 2009-2012 pursue the work initiated in the last two years to address CSC's corporate risks as they relate to its human resources. The CSC 2008-2009 corporate risk profile included the following, assessed at a medium risk level:

  • CSC will not be able to achieve an effective and representative workforce.
  • CSC will not be able to provide its workforce with the training and development essential for the future.
  • CSC will not be able to improve the health of its workplace.

CSC's considerable renewal exercise brings many challenges in regards to human resource management. Renewal within the context of the ambitious Transformation Agenda amplifies the current risks and calls for a more focused and targeted strategic plan with fundamental priorities and key activities that will help mitigate the above-noted risks.

CSC has successfully secured additional long-term funding to train and develop its workforce and has received sunset funding to strengthen its human resource and recruiting capacities.

Until CSC successfully streamlines and modernizes its human resource processes and secures long-term funding, the above-mentioned risks will remain and will likely be increased to a higher level of risk, specifically in the areas of compensation, recruitment and engaging bargaining agents.

Management Accountability Framework

The Treasury Board Secretariat (TBS) developed the Management Accountability Framework (MAF) to provide deputy heads and all public service managers with a list of management expectations that reflect the different elements of current management responsibilities.

The MAF is structured around 10 key elements that collectively define "management" and establish the expectations for good management of a department or agency. These key elements are found under Leadership for Excellence:

  1. Public Service Values
  2. Governance and Strategic Directions
  3. Policy and Programs
  4. Results and Performance
  5. Learning, Innovation and Change Management
  6. Risk Management
  7. People
  8. Stewardship
  9. Citizen-focused Service
  10. Accountability.

CSC uses the MAF as a key element in driving its strategic and operational planning. Below are CSC's ratings in the 2008-2009 MAF assessment (People Component):

CSC was strong in the following:

  1. streamlining and standardizing HR business processes
  2. the extent to which the workforce is renewable and affordable over time
  3. enhancing the organizational capacity to carry out integrated human resource and business planning.

CSC was acceptable in the following:

  1. the extent to which the workplace is reflective of Canada's population and Canada's official languages
  2. respect for employees linguistic rights

CSC required further attention in the following areas (this has been taken into account in the development of this Strategic Plan):

  1. ensuring fair employment and workplace practices
  2. respect and support for diversity
  3. ensuring effective labour relations.

Observations by Our Client / Business Partners

Focus groups and discussions were held to assist with drafting the human resource priorities for the Strategic Plan for Human Resource Management . The groups were asked "How can human resource management better support business activities?" The results can be summarized as follows:

The nature of the relationship between the human resource management function and the business of corrections must change. A partnership is required where both partners learn from each other and learn to work together toward a common goal – correctional results.

Human resource practices and processes need improvement and modernization. Human resources must be more responsive to the client—service levels and support to the client must be improved. Timeliness is key—processes and actions are too lengthy. Managers know they are accountable, and they wish to have the flexibility afforded to them by the legislation while receiving results-oriented support from human resources.

A comprehensive approach to human resource management is needed. Processes and services must be linked and provided in a tandem, not disjointed fashion. For example, the training necessary to qualify candidates must be coordinated so that it is delivered "just in time" after hiring so that qualified individuals are always available to meet operational needs.

Priorities for CSC's Human Resource Management (2009-2012)

Three priorities and several key activities have been identified as primary objectives to move CSC's human resource management function to a role of strategic partner and service provider in the transformation of corrections. The priorities were identified through several exercises to review CSC's HR needs Footnote 10 and determine how the human resource management function can truly support business activities. Part of this review included focus groups and discussions with Regional Management Committees, Sector Management Committees, and an internal and external analysis of the current environment, including the trends assessment Footnote 11 completed by the Strategic Planning group. Several sessions of the Human Resource Management Sector management team were held, including one with Assistant Deputy Commissioner Corporate Services (ADCCS) and Regional Administrators of HR, and another one with the Commissioner. The priorities and the key activities outlined under each priority have been approved by the CSC Executive Committee.

In support of CSC's business lines and vision, the Human Resource Management function will focus on the following priorities:

  1. Building Relationships - Engaging Our Partners
  2. Building on Our Foundation
  3. Investing in Our People

The following sections identify key activities to be pursued over the next three years. A workplan will be developed in support of this Strategic Plan to provide a roadmap. The workplan will be periodically updated to reflect results and new priorities, It will be published on the Infonet and Intranet.

Priority One: Building Relationships – Engaging Our Partners

The continuum of human resource management includes planning, recruitment, retention strategies, learning and development, succession planning, and a healthy workplace. The continuum ranges from planning to the initiatives to attain a representative and skilled workforce to meet our operational needs. It illustrates the important investment made throughout a person's career.

The continum of Human Resource Management

Description :

The continuum of HR management is outlined through the following questions and supporting activities: Who do we need? Identified through Integrated HR and Business Planning. How do we get them? Recruitment regimes. How do we keep them? Via retention strategies; such as Orientation, Training, Mentoring and Workforce Wellbeing; How do we support them? By development strategies such as Coaching, Development programs, and Personal Development Plans.

The continuum of HR management

"A people management infrastructure that supports success is key to a high performing public service."

In order to align this continuum with the priorities of the organization, greater horizontal collaboration with all stakeholders is required. Engaging partners and building stronger relationships between Human Resources and all employees is fundamental to the achievement of CSC's business goals. Client-oriented relationships with a partnership approach must be intrinsic to the delivery of human resources.

Improved Client-Focused Service Levels

The foundation of human resource management that supports business activities must provide effective and efficient services to the organization. This is particularly important in the operational setting, where managers and staff members deliver effective corrections.

Services are generally transactional in nature, and clients state that processes are too cumbersome. Human resource management must focus on service levels and move towards a more client-focused approach. For years, human resource advisors in the federal public service provided guidance to managers on the vast array of rules and regulations; this still holds true. The Public Service Employment Act (PSEA) introduced in 2005 was developed to increase flexibility in human resource management in order to delegate authority to frontline managers and refocusing redress.

In the Sixteenth Annual Report to the Prime Minister on the Public Service, the Clerk of the Privy Council recognizes the cumbersome nature of human resources due to a "web of rules".

"In the area of effectiveness , the Treasury Board Secretariat has taken preliminary steps to reduce the "web of rules" constraining the effective delivery of services. TBS has reduced central oversight on high-performing departments and has also reduced the administrative and reporting burden on its clients by at least 10 percent. This remains a priority going forward." Footnote 12

CSC must take full advantage of the move towards streamlining processes and improving service levels. Open dialogue must take place to identify areas of concern so that appropriate risk management principles can be applied and communicated. This would allow human resource advisors and managers to move from a transactional focus to a more consultative focus. Specific client-focused training or development in client service for human resource employees must be considered to assist them with their modernized post- PSEA role.

With respect to service, timeliness is imperative to bring the transactional aspect of human resources to an acceptable level. Consequently, service standards will be established for each human resource discipline, clarifying roles, responsibilities and expectations both for employees and managers and for human resource advisors. This will help eliminate frustrations for both the human resource advisor and for the client. Service standards should evolve and be reviewed on an ongoing basis with the client.

Focus groups also pointed out that human resource advisors need to better understand the day-to-day operational realities of employees and managers. CSC will endeavour to provide human resource employees with more exposure to CSC operational sites.

The human resource authority of managers does not seem to be consistently applied nationally. During the focus groups, managers mentioned that they are very well positioned to assess risk with respect to operational decisions. However, when assessing the appropriate level of risk in human resource matters, they do not feel comfortable exercising the authority, despite the delegation of authorities as outlined in the CSC Instrument of Delegation of Authorities in the area of Human Resource Management.

The following key activities related to client-focused service levels to managers and staff members in each of the human resource disciplines shall be undertaken:

Key Activities Resulting in Measured by
Review business processes in partnership with operational managers to improve and streamline human resource processes and develop client-focused service standards for each discipline, beginning with the staffing, classification and compensation functions.

The roles and responsibilities in terms of accountability for human resource management being clarified at the local, regional and national levels. Impediments inherent in current local, regional and national practices will be identified and the risk will be managed.

A cultural shift in the relationship between human resources and clients toward a more consultative, results-oriented relationship. Service-focused training for human resource employees and managers will be assessed and provided to employees if needed to support creative, innovative service delivery within the boundaries of the legislation with a view to working in consultation with the client to attain the results required.

Client-focused service standards implemented for each human resource discipline.

HR services are improved as a result of the client-focused service standard as found in the client feedback on HR services.

Provide human resource managers more opportunities to engage with operational managers and employees in order to better understand operations. A better understanding of day-to-day business requirements and increased opportunities for interaction and relationship building between managers and human resource employees.  
Examine roles and responsibilities as outlined in various policy documents, remove inconsistencies and provide clarifications. A clear articulation of roles and responsibilities in line with any changes in processes, and support for PS Renewal initiatives to reduce the number of human resource policies and to apply a risk-based approach to monitoring. HR policies that reflect business needs.

A Healthy Workplace

Organizational health is a continuous process. A healthy and balanced workplace features numerous factors such as leadership, open communication, professionalism, respect, positive relationships and interactions with colleagues and stakeholders, teamwork, openness, involvement in decision-making, just to name a few.

Employee engagement can be attributed to work satisfaction and a pleasant workplace based on positive interactions. CSC continues to diligently foster, establish and renew strong relationships with its employees, bargaining agents and stakeholders. Enhancing these strong relationships is a CSC priority as part of public service renewal.

Not only does a healthy workplace bring about employee engagement, but it also encourages creativity and effective problem solving. CSC employees do tremendous work in a challenging environment, 24 hours a day, seven days a week. A healthy workplace is important to offset the extraordinary challenges inherent to the work. A healthy workplace with positive relationships and encouragement enhances a sense of accomplishment and innovation.

Managers in the various focus groups also mentioned that the human resource function must improve how it communicates decisions. To this end, enhancements to the HR InfoNet site or portal will improve communication related to human resource matters.

Clear expectations play an important part in engaging employees and creating a healthy work environment. Managers' expectations regarding their employees, and vice versa, must be clearly articulated, especially given the current changing environment. Footnote 13

As outlined in the Sixteenth Annual Report to the Prime Minister, public servants at all levels are bound by the same Code of Values and Ethics. The values that define the public service (and in turn CSC) must be reflected in the workplace. Managers at all levels have a duty:

  • To treat those reporting to them with fairness and respect;
  • To give employees clear direction and constructive feedback on performance;
  • To work with employees in developing learning plans and in providing appropriate opportunities for professional development; and
  • To consider their views.

For their part, every employee has a duty to their manager:

  • To work diligently and produce work of high quality;
  • To accept direction and deliver results that accord with that direction;
  • To provide frank professional advice in support of the mission of the organization; and
  • To make constructive contribution to the workplace and the team.

Sound management practices are founded on positive interactions. Strong leadership that fosters an environment where respect prevails will serve to diminish negative interactions in the workplace. Results of the 2008 Public Service Employee Survey indicate that CSC requires more focus in this area. To this end, as part of the 2008 survey follow-up, initiatives and measures will be put into place to address this issue.

Developing Relationships with and Engaging Bargaining Agents

The nature of CSC business activities translates into a challenging work environment. This challenging environment leads to complex labour-management relations. In this regard, CSC is committed to strengthening relations with its bargaining agents.

In addition, CSC must continue to pursue bargaining agent support for the change agenda and the achievement of a positive and healthy workplace. CSC remains committed to continuing to work collaboratively to address workplace well-being and relationship building.

Over the past two years, CSC has seen some success in working with unions; a co-developed grievance reduction strategy resulted in a 38% reduction in grievances at the final level. Positive results are expected to continue, and improved workplace well-being and relationships will allow issues to be resolved at lower levels more quickly. Engagement of our bargaining agents has contributed to a variety of developmental activities and problem-solving processes. CSC will continue to nurture these relationships to help move toward a more strategic focus.

An important legislative component of the Public Service Modernization Act (PSMA) is the Public Service Labour Relations Act , which requires institutions to establish and promote an informal conflict management system. This is designed to help build strong relationships, improve morale, improve communication, increase productivity, provide both tangible and intangible savings and provide a fair, flexible, fast and effective way of handling disputes. Over one thousand CSC managers have received conflict resolution training.

As well, CSC has worked with UCCO-SACC-CSN to implement a two-tier bargaining system that allows for issues to be negotiated at the departmental level and has established multi-year contracts for both the CX and WP groups. In addition, on an annual basis, CSC has a total of 56 National Labour Management Committee meetings per year, in addition to meetings of the National Joint Occupational Safety and Health Committee (NJOSH), the Return to Work Advisor Committee (RTWAC), the Joint Anti-Harassment Advisory Committee (JAHAC), bi-lateral meetings, and 448 regional and local Labour Management Committee meetings (LMCs) in addition to regional and local OSH , RTW, and grievance committees to promote relationship building and effective labour-management resolution of issues.

CSC developed a new grievance delegation process to increase respect, trust and accountability in the workplace and to encourage more proactive problem solving at all levels of the organization. Wardens and District Directors are now directly responsible for reviewing the decisions and actions of their front-line management teams and for taking corrective action where appropriate to solve problems for which they have specific delegated accountabilities. Managers have been consulted on their new accountabilities, and feedback has been positive.

Additionally, amendments to the Financial Administration Act (FAA) allow flexibility to manage "direct authority" grievances. This means that CSC can assume full responsibility for managing grievances unrelated to collective agreements (discipline, policy issues, rejection on probation, harassment, etc.). CSC would deal directly with the Public Service Labour Relations Board, unions and the Department of Justice to file preliminary objections and negotiate settlements for all direct authority grievances. TBS has been consulted and supports CSC gradually assuming this new authority by summer 2010 once existing grievance backlogs have been resolved.

Unions are being encouraged to dialogue with functional authorities to engage directly on issues falling within the functional authority of sectors. With this direct communication on issues between unions and functional authorities, labour relations can move to a more consultative role and move away from the transactional role. Labour relations can be supportive by providing tools, training and advice.

The following key activities will be undertaken in the area of labour relations to encourage relationship building at all levels of the organization:

Key Activities Resulting in Measured by
Continue to implement the grievance reduction strategy with each union. More responsive, timely outcomes from management and unions. A reduction in the number of grievances at the third level and at adjudication.
Ensure local/regional labour-management meetings occur to develop positive working relationships in which unions and management resolve issues at the local/regional levels. Issues resolved at a lower level and the number of grievances reduced, resulting in a more positive work environment. The number of grievances referred to third level.
Encourage unions to interact directly with functional authorities to develop positive working relationships in order to resolve issues in a timely manner. The Labour Relations function moving away from a transactional role to a more supportive consultative role. Discussions at the National Labour Management Committees will be more strategic and less transactional

Public Service Employee Survey (2008)

CSC's response rate to the 2008 Public Service Employee Survey was the highest ever, at 56%. It is noteworthy that almost two-thirds of employees in correctional officer/primary worker positions responded to the survey. This is an impressive rate given the challenges of an online survey for front-line staff.

Overall, the results of the 2008 PSES indicate that CSC's results are similar to other government departments. The results show that CSC employees are knowledgeable about the direction of the organization and feel they can work in the language of their choice. A large majority of CSC staff members say they are happy with their work (84 per cent) and think it is a good fit for their skills (87 per cent) and interests (81 per cent). CSC's retention rate is high, with only 12 per cent of employees intending to leave CSC in the next two years.

Areas of concern that were identified in the survey focused on leadership, development opportunities, interaction with supervisors and harassment. In addition to these concerns, CSC will continue to focus on employee engagement, informal conflict resolution and internal communications, which are integral to the implementation of the Transformation Agenda.

CSC will continue to build on the activities that saw a 30 per cent reduction in harassment complaints during the last period. Additional initiatives will be introduced that build on the training and awareness initiatives to eliminate harassment in the workplace over the last two years through the Joint Learning Program on Anti-harassment, the New Employee Orientation Program, and the Supervisor/Middle Manager training programs.

The following key activities will be undertaken in response to the results of the 2008 Public Service Employee Survey:

Key Activities Resulting in Measured by
Address the concerns raised by staff in the survey by working with unions to develop plans to address the issues raised. Encourage employees to share their ideas and suggestions on how CSC can meet the challenges identified in the survey results. Improved communications with employees and unions that will allow for a more focused approach to improving the health of the workplace. Steps are taken to address concerns raised in the survey and regularly communicated to all employees. Results are improved on annual PS-wide and CSC specific surveys.
Develop a better communications strategy and review current tools, including InfoNet, through client consultation. Better two-way communications between HR and CSC employees. Feedback will be sought from CSC employees through internal communications surveys

Employee and Workplace Wellness

According to a tri-annual national wellness survey, Footnote 14 90 per cent of respondents had a wellness program in 2006, up from 44 per cent in 1997. In a survey of Canada's Top 100 Employers, Footnote 15 77 per cent have a wellness program in place, and the remainder are actively seeking to implement one. The most common elements of employee wellness programs in these organizations are the Employee Assistance Program, health and wellness seminars and activities, and fitness programs.

The Joint Employee Assistance Program (EAP) in the regions has coordinated a number of health-related activities. Best practices show that employee assistance programs are moving toward the promotion of preventive measures in regards to health and wellness. Research indicates that every dollar invested in prevention produces a returned investment in savings (reducing negative costs such as absenteeism, "presenteeism"—whereby employees come to work even though they are sick, long-term disability, etc).

A recent TBS report on federal Employee Assistance Programs calls for a strengthening of EAP services. CSC and its bargaining agents agree. CSC's challenging environment, which can manifest itself as stress at work and at home, accentuates the need for a broader approach.

Employee wellness programs foster the personal development of employees at all levels within the organization and can assist employees in making informed choices and in adopting lifestyles and behaviours that better equip them to deal with events and inherent difficulties. Employee wellness programs can improve employees' quality of life at work and can develop a positive work climate by consistently promoting a healthy and safe workplace and an organizational culture that supports and respects the individual.

Under the leadership of regional EAP coordinators, many operational sites currently have health promotion and wellness activities. As was discussed with all of the bargaining agents at the CSC National EAP Advisory Committee, CSC must put in place a structured, integrated national wellness program.

CSC applies a comprehensive approach to preventing accidents, injuries and illnesses by promoting the establishment and maintenance of healthy and safe work conditions for employees. This is achieved through Occupational Health and Safety (OHS) committees and OHS training programs. Monitoring, reporting, auditing, and evaluation exercises at the local, regional and national levels also form an important component of the work of the OHS committees.

CSC is committed to being responsive to workplace health and safety issues. Proactive measures are being taken to increase the effectiveness of the OHS program, such as the implementation of a national Automatic External Defibrillator program, expansion of staff immunization programs to include Hepatitis A vaccinations for all staff in contact with offenders, and the establishment of pandemic advisory committees to address new strains of infectious diseases such as the H1N1 and SARS viruses.

Issues raised at OHS committees are taken seriously. They are reviewed in collaboration with union representatives to ensure that the health and safety of every person employed by CSC is protected in accordance with Canada Labour Code and its Regulations. Issues around the stress caused by the challenging work environment and the nature of the work will be examined in conjunction with employee wellness programs and the OHS committees.

The following key activity will be undertaken in order to broaden the scope of the current CSC Employee Assistance Program in order to have an Employee Wellness Focus:

Key Activities Resulting in Measured by
Collaborate with key stakeholders to implement a structured wellness program that includes prevention and the promotion of health and wellness to address areas of concern for employees. Improved employee wellness and education, prevention in regards to stress-related health issues. A more open dialogue between management and employees on underlying issues surrounding workplace and individual health. An integrated approach for prevention and the promotion of health and wellness in the workplace is in place.

Developing Partnerships

CSC must continue to explore partnerships with organizations within and outside public sector to broaden its scope and provide learning and development opportunities or CSC's and its partners' employees.

In human resource management, we must improve the development of partnerships with our network of human resource functions in other government and non-government organizations. CSC must continue to forge a partnership with the Office of the Chief Human Resource Officer (OCHRO) at TBS. We must explore relationship building with our network of Citizen Advisory Committees, including speaking to various community groups about CSC , our hiring needs and the interesting and challenging nature of our work. In areas of recruitment and learning and development, CSC will benefit from stronger ties and partnerships with universities and community colleges. CSC's active participation in the Federal Health Care Partnerships will also assist recruitment and correctional training of health professionals.

Through various initiatives underway under the Strategic Plan for Aboriginal Corrections and the Aboriginal Employment Program, human resource management will enhance important partnerships with Aboriginal communities.

The Office of the Correctional Investigator also needs to be better informed of the initiatives and progresses taking place in human resources in support of CSC's correctional results.

Diversity

The diversity of CSC's workforce brings valuable assets and insights. CSC recognizes the importance of diversity in its workforce and values its employees and their individual contributions. The workplace must be inclusive and barrier-free for all current and potential employees.

To reinforce its commitment to diversity in the workplace, CSC will establish a Diversity and Employment Equity Council . There will also be Diversity and Employment Equity Committees in each sector and region. The sector and regional committees will serve as key consultative bodies to ensure that CSC policies and practices reflect the needs of designated group members and a diverse workforce.

Deputy Commissioners and Assistant Commissioners through their individual performance agreement will be accountable for diversity and employment equity.

The following key activities will be undertaken to develop new partnerships and strengthen current partnerships to advance the human resource agenda in CSC in support of correctional results:

Key Activities Resulting in Measured by

Forge and enhance partnerships with:

  • Various multi-cultural communities with support of the Diversity and Employment Equity Council
  • The Office of the Chief Human Resource Officer, Treasury Board Secretariat
  • Aboriginal Communities and Citizen Advisory Committees
  • Policies and practices that reflect the needs of employment equity groups and a diverse workforce.
  • An increased number of employees from employment equity groups in entry-level, mid-level and management positions.
  • Outreach activities in communities through the Citizen Advisory Committees to encourage Canadians to apply for positions in CSC.
  • Positive working relationships with the Office of the Chief Human Resource Officer (TBS).

Results from PS-wide and CSC specific employee surveys

Annual occupational group analysis

Results of external recruitment

Align human resource management services/initiatives in the Public Safety portfolio through the Heads of Human Resources for Public Safety. Shared HR initiatives within the Public Safety portfolio and increased sharing of experiences in areas of wellness and health and safety. Shared HR initiatives within the Public Safety portfolio.
Forge partnerships with colleges and universities for learning, development and recruitment. The development of improved learning or training opportunities to more effectively address employee and operational needs. Partnerships in place with colleges and universities to provide learning, development and recruitment services.

Priority Two: Building on Our Foundation

Building on our foundation builds on the progresses made on the 2007-2009 CSC Strategic Plan for Human Resource Management, as well as the important work accomplished on CSC's contribution to Public Service Renewal. Human resource management in both the public and private sectors has undergone a shift in order to be more efficient and effective in providing key support for business activities. CSC is continually looking to improve human resource support and services at the transactional level while moving key issues to the strategic agenda of the organization.

A study Footnote 16 involving 1,100 organizations found that companies are driven by the need to align the human resource function more closely with business objectives and to offer more strategic support to their organizations.

This study indicated that the human resource function is still primarily administrative and compliance-based, with almost 50 percent of its time being spent in the transactional area. Less than 15 percent of its time is spent on more value-based interventions and strategic support.

Full description of the image :

This study indicated that the human resource function is still primarily administrative and compliance-based, with almost 50 percent of its time being spent in the transactional area. Less than 15 percent of its time is spent on more value-based interventions and strategic support.

It is anticipated that through the leveraging of technology, streamlining of processes and implementing self-serve applications that are user friendly and effective, HR will be able to reduce transactions and increase effectiveness. Leveraging technology and the streamlining of processes to move to more efficient transactions would allow human resource advisors to focus more on consultative issues with employees and managers. In turn, human resources as a function must move to become a more strategic integrated partner to support CSC business activities.

The Human Resource Management function is implementing measures to improve the transactional processes in all functions in order to concentrate on better serving business activities by focusing its resources on more consultative and strategic issues. The foundation of the HR function has been built, and CSC must now address the three components illustrated above by improving on the transactional processes to shift its energies to the top half of the pyramid.

During the various focus groups that took place, managers indicated that the transactional processes to support operations and sectors at regional and national headquarters remain cumbersome and lengthy. As a result, HR fails to meet their needs. The human resource management function must streamline processes and become more client focused. This will increase service levels and results.

Human Resource Capacity

Critical investments in the human resource management function are necessary to ensure that CSC has the right people to deliver its mandate. Human resources must build on the current foundation to sustain the current workforce, attract new people, develop and retain talent, and implement each component of the Transformation Agenda. The Independent Panel recommended an appropriate level of funding for CSC to ensure that its human resource management function provides timely and effective support and services to the organization, particularly at the operational level.

  • The Panel recommends that CSC have the appropriate level of funding to ensure its human resource function can provide timely and effective services to the organization, particularly at the penitentiary levels.
  • The Panel supports the collaborative approach and the requirement for adequate resources to support initiatives that are being taken by CSC management and the unions to resolve frontline issues, consistent with the Public Service Modernization Act and the Public Service Labour Relations Act.

Recommendations # 91 & 92, CSC Transformation Plan

To address the above risk area, CSC sought and received temporary funding ($3M in 2008-2009 and $10M in 2009-2010) to support three initiatives: Compensation Management, Grievance and Conflict Management, and Recruitment. CSC is currently exploring solutions to extend this temporary funding. Thorough resource analysis will be undertaken to clearly articulate the level of funding required.

The following key activity will be undertaken in support of investments in human resources:

Key Activities Resulting in Measured by
Review the capacity in human resources, including resourcing levels and allocation. The ability of the human resource management function to ensure that resources are operating as efficiently and effectively as possible and that appropriate funding can be requested and allocated based on sound principles. The resourcing foundation for human resources will be solidified and resources allocated accordingly.

Leveraging Technology: Planning, Common HR Processes and Data Quality

The human resource function must adopt a cohesive approach. There must be a comprehensive analysis of all changes. Breaking down of silos is critical as CSC embarks on major change brought by the Panel Report.

Technology will be used as a lever to improve and streamline processes. In addition to the implementation of the Leave Self-Serve application and the Express Lane Staffing, other self-serve applications will be explored. As part of the Common Business Processes for HR, CSC will implement the PeopleSoft GC HRMS version 8.9, which will also help identify and develop simplified self-serve applications and lead to greater mandatory use of e-forms.

Infrastructure supports effective people management through common business processes and information systems and sound data. It also helps understand the views, attitudes and needs of public servants, as this is critical to managing a high-performing workforce. Footnote 17

The Office of the Chief Human Resources Officer has developed comprehensive mapping of business processes for each of the major human resource disciplines. One of the objectives of this common business process approach to human resources is to "act as the building block for human resource services modernization for improved service delivery and enhanced information technology and information management." Footnote 18 CSC has agreed to be one of five government departments/agencies to participate in the staged implementation of the common business processes for human resources as mapped out by this project. It is anticipated that the implementation of these processes will bring about efficiencies and improvements in each of the human resource disciplines.

Government of Canada – HR Common Business Process

Supporting Employees, Managers and HR Advisors through a Suite of Tools

Suite of Tools

Description :

Suite of Tools: Talent Management, Non-ERP, Employee Passport, Express Lane Staffing, HRMS, HRIS, other Non-ERP and Nakisa.

Suite of Tools

The GC Common HR Business Process will provide CSC and other government departments/agencies with the following benefits:

  • HR business processes and practices will be aligned with policies and Government of Canada (GC) wide priorities.
  • HR service delivery will be streamlined.
  • Through common data definition, people management information and performance measures will be consistent.
  • The overall GC effort to change process, technology, training, etc., will be reduced (build once, deploy many times).
  • The use of technology will be maximized, while reducing application customization based on GC-wide requirements (for example: EpayCard, PeopleSoft GC HRMS v. 8.9).

The Panel recommends that particular emphasis be placed on horizontal career development by allowing, through flexible classification and staffing processes (in accordance with the Public Service Modernization Act), the deployment of professional staff between and among penitentiaries, the community and regional and national offices. The goal should be to provide strong, effective and consistent leadership that focuses on resolving issues at the lowest level of management.

Recommendation # 88, CSC Transformation Plan

Integrated Human Resource Planning

Building on our Founfation

Description :

The integration of human resource planning and business planning is the foundation for assessing and understanding the current and future needs of CSC. It is essential for activities to promote a healthy workplace and to recruit and retain committed and engaged employees to meet our needs.

Building on our Foundation

The integration of human resource planning and business planning is the foundation for assessing and understanding the current and future needs of CSC. It is essential for activities to promote a healthy workplace and to recruit and retain committed and engaged employees to meet our needs.

Integrated, rigorous planning can mitigate the risks of business activities by forecasting and implementing strategies and activities for effective recruitment, retention, learning and development, employee engagement, promotion, succession, employment equity, cultural competencies and official languages.

The TBS evaluation of integrated business and human resource planning (as part of the Management Accountability Framework - Round VI) indicated that CSC , through its Strategic Plan for Human Resource Management and the Human Resource Plans completed by sites, regions and sectors, was well positioned to continue strengthening its integrated planning in order to improve business results and the work environment.

In order to accomplish this, an application is currently in development in partnership with the Information Management Branch and CSC business managers. This application is intended to help managers at all levels develop human resource plans based on their business objectives.

This application will help develop a process to better identify recruitment/staffing needs, including the ability to forecast vacancies, so that operational sites will have access to qualified pools of candidates.

There are data quality issues in certain portions of the HRMS. This is apparent with the inability to produce accurate simple reports. Data is a key element to all HR decision-making and planning processes. CSC is therefore currently converting to GC HRMS version 8.9. This provides an opportunity to enhance data quality procedures and monitoring.

While standardization of HR processes using GC HRMS PeopleSoft 8.9 will help improve data quality, a review of current data errors must be completed to identify the causes and make improvements.

Reports will also become available on InfoNet to allow managers to view information on their employees. Reports such as sick leave balances will allow managers to easily identify and rectify local data problems.

The following key activities will be undertaken in order to build on our foundation by leveraging technology:

Key Activities Resulting in Measured by
Adopt GC HR Common Business Processes nationally in all regions

More timely staffing, as 50 per cent of staffing actions will be addressed through the Express Lane Staffing self-serve application.

More streamlined and faster staffing and decision making that is transparent and well communicated to key stakeholders.

Increase in self-serve applications.

Convert to PeopleSoft GC HRMS version 8.9. Increased availability of user-friendly information on the various HR policies and processes through an improved InfoNet site or portal, meaning fewer routine requests for advisors, who can then focus on enhanced services and providing advice. Successful conversion to GC HRMS version 8.9.
Implement a business-based HR planning tool for managers.

Improved human resource planning, meaning fewer temporary staffing measures, requiring fewer transactions and greater focus on candidate selection.

Ability to improve its corporate staffing plan/strategy.

Recruitment / staffing needs better integrated into business planning.

Implement a consistent process to identify and plan recruitment / staffing needs for key operational positions. Accurate and timely data to support management decisions and HR processes. Staffing and recruitment is supported by robust HR plans and vacancies across key operational groups are reduced
Assist in the development and implementation of the self-serve application for Correctional Officer schedules, Scheduling and Deployment System. Accurate and timely management of scheduling. A reduction in grievances associated with scheduling and a reduction in overtime

The Classification Function

Organizational Design has a key role in supporting the many human resource activities related to the new models that will be implemented as the Transformation Agenda moves forward.

One important element in support of organizational design is the classification function. It is essential to improving service and support to the organization. To this end, classification is a key factor in the process improvement exercise to be carried out in partnership with operational managers to clarify roles and responsibilities. In addition, a governance model for the classification function will be developed.

The Panel recommends that CSC consider a governance structure that ‘flattens' the management structure in order to create more integrated functional support structures, nationally, strengthen decision-making at the frontline, and respond to the full set of recommendations proposed by the Panel.

Recommendation # 93, CSC Transformation Plan

National Classification Action Plan

CSC currently has 44 national generic position descriptions that cover approximately 65% of our total workforce, and it is committed to creating additional national generic positions where possible. A National Classification Action Plan has been updated and outlines all the national generic position descriptions and structures that Human Resource Management is reviewing with operational managers. The National Classification Action Plan will be updated quarterly as the CSC -wide approach is standardized.

Generic position descriptions, along with standardized qualifications and assessments, promote consistent and common approaches to work across the country, ultimately facilitating staff mobility, and result in the more timely classification and staffing of positions.

CSC will continue implementing generic work descriptions throughout the organization. It will also move towards adopting a CSC -specific classification approach that will better match the correctional environment and responsibilities. This approach will facilitate employee mobility and support career progression.

The following key activities will be undertaken to support enhanced classification and organizational design capacity:

Key Activities Resulting in Measured by
Implement a governance model for classification to manage capacity and departmental priorities, as well as support business processes. More streamlined, faster classification and decision making that is transparent and well communicated to key stakeholders. Timely national access to a bank of generic work descriptions.
Continue implementing generic work descriptions as per the National Classification Action Plan. An updated, well communicated and implemented National Classification Action Plan. Meeting timeframes and targets set in the plan.
Review the suitability of a CSC -specific classification approach that meets operational needs and includes completing the feasibility study for a correctional executive classification plan. A decision whether to pursue a new classification structure for senior managers in operational positions in CSC  

The Staffing Process

In order to make the staffing process more timely and efficient, a process improvement exercise will be undertaken with operational managers to identify efficiencies, clarify roles and responsibilities and develop client-focused service standards. The exercise will identify suitable solutions supported by responsive human resource advisors who assist managers in hiring qualified staff in a timely manner.

The following activities have been piloted and will increase timeliness in staffing.

  • In order to simplify the processing of staffing actions, the Express Lane Staffing Application has been piloted in the Atlantic Region. After assessment, it will be implemented throughout CSC.
  • Direct access to the Public Service Resourcing System is implemented in the Pacific Region and will be rolled out nationally.

The following key activities will be undertaken in support of service levels for the staffing process:

Key Activities Resulting in Measured by
Addressing on a priority basis the implementing of an improved national business process to streamline the staffing process and improve timeliness More streamlined, faster staffing and decision making that is transparent and well communicated to key stakeholders. An improvement in the timeliness of staffing processes.
Implement the self-serve application, Express Lane Staffing.   A significant reduction in the timeliness of routine or low-risk staffing actions.
Implement direct access to the Public Service Resourcing System nationally.    

Recruitment

Over the last two years, CSC has strengthened its recruitment efforts through dedicated regional recruitment staff. These teams are supported by a national lead. Strategies have been implemented to better meet our workforce needs, and recruitment teams have been very active nationally. Our recruitment initiatives will continue to focus on meeting our operational needs in key operational groups while increasing representation in all four employment equity groups.

The Panel recommends that, as the second largest federal public service employer of Aboriginal people, CSC should:

  1. enhance recruitment, retention and development of Aboriginal Staff, particularly in correctional officer, parole officer and management positions in CSC penitentiaries and the community where Aboriginal representation is high;
  2. ensure Aboriginal staff can demonstrate their knowledge and awareness of the particular challenges facing Aboriginal people on reserve and in Aboriginal urban communities

Recommendation # 31, CSC Transformation Plan

The Panel recommends that CSC review its current strategies for recruitment and retention of all staff, while focusing on ensuring

  • appropriate cultural representation, particularly representation of Aboriginal People, including Elders, Aboriginal Liaison Officers in penitentiaries and the community, and staff in women's penitentiaries, in the context of the recommendations of Glube;
  • professionals to support mental health delivery programs and treatment in CSC penitentiaries, regional mental health facilities (including dedicated correctional officers) and the community;
  • the creation of an integrated security intelligence function; and program and case management staff that can effectively respond to operational requirements posed by the introduction of 'earned parole';
  • staff to respond to the development of an enhanced and integrated employability/ employment model.

In 2007-08 and 2008-09, CSC surpassed its Public Service Renewal commitments. Over this period, CSC staffed 1,577 indeterminate positions from outside the public service. Of these employees, 767 possess post-secondary education. In addition to entry-level recruitment, CSC recruited 258 individuals for mid-level positions.

Recruitment efforts continue to focus on the following key operational groups: Correctional Officers/Primary Workers; Parole Officers; Program Officers; Nurses, Psychologists, Human Resource Officers; Finance Officers; and various trades.

CSC's public includes its offender client base. In order to deliver effective corrections, CSC must not only be a workforce representative of all Canadians, but it must also be attentive to the needs of its offender client demographic.

CSC has developed the Aboriginal Human Resources Strategy, which focuses our efforts in recruiting, developing and retaining a workforce to serve the significant percentage of our offender population who are Aboriginal. CSC will consult with the Canadian Human Rights Commission and the Public Service Commission on the Aboriginal Human Resources Strategy , to explore directed recruitment beyond the Labour Market Availability targets particularly within the Prairie Region which has the largest Aboriginal offender population. In addition, CSC will explore developmental opportunities and mentoring to support Aboriginal employees in their career progression within CSC (See also Priority Three – Investing in our People).

The Panel recommends that, as the second-largest federal public service employer of Aboriginal people, CSC should: enhance recruitment, retention and development of Aboriginal staff, particularly in correctional officer, parole officer and management positions in CSC penitentiaries and the community where Aboriginal representation is high;

Recommendation # 31 a, CSC Transformation Plan

In addition to directed recruitment activities for Aboriginal employees, CSC must also increase the number of visible minority employees and employees with disabilities at all levels. The Diversity and Employment Equity Council and Committees at the regional and sectoral levels will assist in providing ideas and advice to move forward. In addition CSC will explore developmental opportunities and mentoring to support these employees in their career progression within CSC (See also Priority Three – Investing in our People ).

The following key activities in support of recruitment will be undertaken:

Key Activities Resulting in Measured by
Develop and implement an external recruitment framework in partnership with key stakeholders to address the national area of selection requirements. A timely, updated recruitment strategy based on the needs for key operational groups such as correctional officers/primary workers, program officers, nurses, psychologists and trades. A timely, updated recruitment strategy based on the needs for key operational groups such as correctional officers/primary workers, program officers, nurses, psychologists and trades.
Complete the correctional officer / primary worker (CX) recruitment process and the Correctional Training Program Review Project and implement the recommendations.

A comprehensive hiring process for correctional officers / primary workers that responds to operational requirements.

An increase in the number of students hired through a CSC FSWEP and other mechanisms.

A comprehensive hiring process for correctional officers / primary workers that responds to operational requirements.
Aboriginal Recruitment: Implement the activities outlined in the action plan of the approved Aboriginal Human Resource Management Strategy put hyperlink in. An increase in the number of Aboriginal employees above labour market availability estimates to meet our needs based on the offender client population.

Phase 1 of the Aboriginal Employment Strategy implemented (including the creation of a CSC FSWEP program and the implementation of the Aboriginal Employment Program (s. 16 of the CHRA) unique to CSC to recruit Aboriginal employees beyond employment equity Labour Market Availability estimates).

There has been an increase in the recruitment and retention of Aboriginal employees

Create more Aboriginal-specific positions. Aboriginal employees in positions to meet operational needs based on our Aboriginal offender population.  

Recruitment of Visible Minorities and Persons with Disabilities:

Develop activities to increase the recruitment of persons with disabilities and visible minorities through consultation with the Diversity and Employment Equity Council and Committees

CSC has a more diverse workforce and is better positioned to address the diverse offender population it serves.

There has been an increase in the recruitment and retention of employees in the visible and persons with disabilities groups.

Labour Market Availability targets have been achieved

Health Care Professionals, Trades and other occupational groups with shortages: Develop of business case for Recruitment Teams Business needs are addressed in the Heath Service area, trades and other occupational groups with shortages A reduction in the number of vacant positions.

Compensation

CSC compensation issues are somewhat unique due to CSC's operational nature, which contributes to a high number of staff movements, deployments, overtime requirements and the application of the operational pension provisions. These and other factors create important workload issues in this area. CSC has taken a number of steps to address compensation issues. However, it must continue to look for innovative solutions in order to provide enhanced services to staff members and reduce the workload of compensation advisors.

The following key activity will be undertaken to address compensation issues:

Key Activities Resulting in Measured by

Explore and implement innovative ways to address workload issues, such as:

  • using more efficient and modern approaches to implement adjudication decisions
  • eliminating steps that do not add value
  • exploring technology solutions to manage high-volume transactional work more efficiently

Compensation issues resolved more efficiently—employees will receive their pay or settlement owing on time.

Compensation advisors will have a lighter workload through a simpler approach to resolving settlement/pay issues.

A reduction in the workload for compensation employees and a reduction in the number of complaints from managers and employees on compensation matters

Priority Three: Investing in our People

The business of corrections at its core is people-oriented. Positive interactions with our communities, our partners, offenders and each other are critical to achieving our mission and mandate. CSC's slogan, "Changing Lives – Protecting Canadians," speaks to the strength and influence of people who have committed themselves to contributing to public safety. The slogan is truly reflective of our mission and the need to ensure that all staff members have the knowledge and tools to maintain their dedication and professionalism.

Hiring a new CSC employee represents a significant investment. Capitalizing on the knowledge and experience gained by employees throughout their careers is crucial to improving not only CSC's contribution to public safety, but also the organization's overall health. Simply put, investing in people yields positive results for all. Given the current environment, it is imperative that CSC remain focused on investing in its staff in a meaningful way.

Learning and Development

CSC's Transformation Agenda reflects the Government's vision for a strengthened federal correctional system. A number of recommendations in the Independent Review specifically targeted CSC's approach to learning and development.

"Correctional Service Canada must focus on being a knowledge-based organization through the development and training of all staff to meet the unique skill requirements of their jobs and the management requirements associated with the risk and needs of a changing offender population. This should occur in the context of Public Service Renewal and in accordance with industry standards."

Recommendation # 87, CSC Transformation Plan

The Government provided additional funding to support the training and development of CSC correctional and non-correctional employees. In order to effectively implement the Government's vision for corrections, a number of learning and development initiatives are required, including a review of the learning and development function. This will include developing and implementing a more modern governance structure for learning and development, whose key objective is to enable better collaboration with local, regional and national stakeholders.

The learning and development function review also aims to improve decision making, to standardize learning and development systems and tools, and to address organizational needs in a more timely and effective manner. Implementing the recommendations from the functional review will provide a solid foundation from which CSC can renew its workforce, contribute to the Transformation Agenda and improve its overall contribution to public safety.

Correctional Service Canada must undertake a review of the competencies (knowledge and skills) required by its staff to better manage the needs of the changing offender profile with respect to program delivery.

Recommendation # 16g) CSC Transformation Plan

Implementation of the Learning and Development Governance Structure

A revised governance structure for Learning and Development is being implemented by CSC. This structure will introduce a consistent approach to making decisions regarding learning and development activities, and the standardization of systems, tools and processes.

In light of the revision's key objective, the proposed governance structure model ensures representation for senior and middle managers, regional representatives and union representatives.

As we move forward with plans to renew our workforce, we must keep abreast of innovations in learning and development. Employee learning and development supports not only the employees themselves, but also the corrections agenda to continuously improve public safety for Canadians.

Learning and Development Function Review

Several recommendations of the Panel Report now part of CSC's Transformation Agenda pertain to CSC's learning and development function. Footnote 19 To address these recommendations, two major reviews in Learning and Development are underway:

  • Learning and Development Function Review
  • Correctional Officer Recruitment Process and CTP Review

The Learning and Development Function Review aims to identify opportunities for efficiencies by examining key processes, including the infrastructure to deliver training at the local, regional and national levels. Under the direction of a Steering Committee and the collaboration of working groups, the review will examine the current status and analyse mitigating and aggravating factors. The review will result in recommendations being developed and presented to the Executive Committee (EXCOM) by fall 2009.

A detailed action plan will result and implementation will follow.

Review of the Correctional Officer/Primary Worker Recruitment Process and Review of the Training Component

There is a need for a coherent national recruitment strategy to attract, select and train "best fit" candidates for employment as a correctional officer/primary worker. CSC must have an efficient process in place to hire correctional officers/primary workers and to coordinate the timing of the necessary training programs to ensure that a sufficient number of qualified correctional officers are available at all times. Coordinating the delivery of training with the hiring process is required to meet operational needs.

The purpose of this review is to propose a corporate strategy that will enable CSC to coordinate recruitment and training requirements with the selection of correctional officers/primary workers, and look for opportunities to maximize efficiencies and increase effectiveness in these areas.

Review of National Training Standards

CSC has a large compendium of National Training Standards to ensure that employees have the skills and knowledge to effectively perform their duties. To address CSC's Transformation Agenda, to more effectively use the funding provided and to provide increased learning and development, the current approach to national training standards will be reviewed. This will include a review of all mandatory training courses..As well, learning roadmaps will be developed for certain key operational positions. This will provide employees with a clearer picture of the career path within each of the occupational groups, as well as a more targeted approach to identifying learning and development needs.

The Corporate Learning and Development (L&D) Plan

The Corporate Learning and Development (L&D) Plan:

  • Responds to the learning and development needs of the organization and its employees in a period of renewal;
  • Expands Learning and Development activities to all operational and functional areas of CSC ;
  • Provides for the development of employees' competencies for a productive and sustainable workforce;
  • Supports operational training requirements through design and development;
  • Evaluates training programs to ensure a high level of learning and the transfer of knowledge to the workplace.

"Promote awareness and understanding of Aboriginal life among non-Aboriginal employees, and provide them with the tools and training to work more effectively with Aboriginal people and communities."

Recommendation # 31c, CSC Transformation Plan

Individual Learning Plans

In order to strengthen the Personal Developmental Plan (PDP) Process that has been in place for a number of years, in 2009-10 CSC will replace the PDP with the Individual Learning Plan (ILP). The ILP will continue to identify mandatory and developmental training and activities for employees. However, its contents will now be captured in a database. This will increase completion rates and make the ILP easier to use.

The transition to an electronic form, which allows the information to be captured in a database for analysis, will identify the individual, institutional or regional needs of a specific group more efficiently and effectively, and will allow CSC to respond to these needs in a tailored and timely manner. The ILP will increase employee engagement and encourage ownership of the learning process. The approved ILP will be relied on to a greater extent than the PDP process.

CSC Leadership Development Program

CSC responded to Public Service Renewal and Transformation objectives by launching a Leadership Development Program in 2008. The program is intended to ensure that CSC has a strong cadre of entry-level executives and middle managers. Open to EX-equivalent, EX-minus-one and minus-two employees, the program provides 18 months of learning and developmental assignments to help successful candidates become "EX ready." Nineteen participants have been selected and will begin their assignments in 2009-10.

During 2009-10, CSC will also address development needs for its employment equity groups and in particular, Aboriginal employees and visible minority employees in order to increase representation at the middle manager and executive categories.

Mentoring

Parallel to the Leadership Development Program, CSC has established a bank of mentors within the executive cadre. Mentors will be matched with CSC employees who have been selected to participate in the Leadership Development Program.

Mentoring will be a component of all future CSC leadership development programs.

In addition, specific mentoring opportunities will be developed for Aboriginal employees and visible minority employees.

Middle Manager Leadership Development

In light of the increased delegation of authority to departments by the Office of the Chief Human Resource Officer for leadership development of middle managers and certain functional communities, CSC is actively developing a number of development programs to be delivered within the next three years. While these programs are generally aimed at the development of employees, supervisors and middle managers, as broad as these groups are, certain streams will be specific to either functional communities, such as the correctional officer stream, or to specific Employment Equity groups, such as Aboriginal employees or employees who are members of a visible minority group.

Career Management for CSC Employees on International Missions

This program is being developed to ensure that CSC employees who accept to represent the Government of Canada on International Missions in countries such as Afghanistan and Haiti receive due recognition, by way of career support and guidance, so that their activities and contributions internationally are integrated as much as possible into their career plans. While this program focuses on the returning CSC staff member's career, it is part of a broader approach to organize and structure the management of staff members on international missions.

Other Development Programs

With CSC now having full authority for leadership development programs (LDP), the LDP unit of L&D is continuing to e xplore the need for other leadership developmental initiatives such as selection process coaching workshops and stand alone mentoring programs for certain functional communities. Structured evaluations of existing programs such as the HR Professionals Development Program will also provide information on developmental paths to a successful career.

Talent Management

In September 2008, CSC launched the Talent Management Program. As part of this process, the Executive Committee (EXCOM) reviews the talent and career plans for all 180 CSC executives and their direct reports. This review serves as the foundation for our succession planning and career development program.. Talent management will continue to be a priority for career development and succession planning and it will be extended to all management levels in CSC over the 2009 – 2012 period.

Performance Management

In line with the Public Service Renewal Action Plan, Footnote 20 CSC extends a rigorous performance management regime to all of its executives. All executives have a commitment in their Performance Agreements to ensure that employees have clear performance objectives and that regular discussions take place between managers and employees regarding performance, career development and related learning needs.

CSC will ensure that the performance management regime of executives includes the use of indicators and tools (e.g., Management Accountability Framework and Public Service Employee Survey results) and, with the support of the Chief Human Resource Officer at the Treasury Board Secretariat, will participate in equipping executives and managers with the tools and training needed to effectively manage the full spectrum of employee performance at all levels.

CSC identifies mandatory commitments for senior staff, and these cascades through EX levels. Commitments for all executives are reviewed by the CSC Executive Committee (EXCOM) at mid-year to ensure overall integrity and alignment, and evaluate the progress made on the commitments. A quality assurance exercise is also performed at mid-year and year-end to ensure consistency with performance commitments, measures and results.

CSC will introduce a peer review process for the Commissioner's direct reports. This process will provide a comprehensive approach to evaluating performance and allow for the thorough evaluation of executives.

CSC also will review its performance management program for non-executives with a view to developing a new program for implementation in 2010-2011. Consultations will occur with employees and bargaining agent representatives.

The following key activities will be undertaken in regards to Learning and Development to support the Government's vision for CSC and its Transformation Agenda:

Key Activities Resulting in Measured by
Review the learning and development function and develop action plans in order to fully implement the approved recommendations. A learning and development function that better supports the needs of the organization at all levels. A learning and development function that addresses the needs of the organization.
Review the National Training Standards and develop action plans in order to fully implement the approved recommendations. ffective and efficient National Training Standards aligned with operational requirements. National Training Standards aligned to operational requirements to provide employees with the necessary skills and competencies.
Review the Correctional Training Program (CTP) included in the Correctional Officer Recruitment Process and CTP Review Project. A program tailored to meet the competencies and skills required by correctional officers / primary workers. The number of vacancies at the entry level is reduced and the number of successful completions of CTP is increased.
Replace the PDP with the Individual Learning Plan(ILP).

The capacity to roll up data and plan L&D activities effectively and efficiently.

Employees are provided with learning and development identified to provide the skills and knowledge to perform their duties.

Results of public service-wide or CSC specific employee surveys.
Implement key programs such as the Leadership Development Program, the Career Management Program for CSC Employees on International Missions Middle manager development programs and development initiatives for Aboriginal and visible minority employees. Responsive programs that meet the learning and development needs of key groups. CSC has the talent required to fill middle and senior management vacancies.
Participate, with the support of the Chief Human Resource Officer at the Treasury Board Secretariat, in programs to equip executives and managers with the tools and training needed to effectively manage the full spectrum of employee performance at all levels. More open and timely dialogue on performance and results. Results on Public Service wide and CSC specific employee surveys are improved.
Strengthen the performance review process for Executives and introduce a new performance review process for all employees. Employees are provided with regular feedback through a comprehensive approach to performance evaluation. Learning and career development are directly linked to performance discussions. Results on Public Service wide and CSC specific employee surveys are improved.

Official Languages

CSC must reflect Canadian values and serve as a model of linguistic duality. Through leadership, commitment and action, CSC must continue to incorporate linguistic duality more effectively into daily work practices, and ensure that the equal status of English and French is respected in those offices and institutions with the obligation to communicate with and serve members of the public in the official language of their choice.

In accordance with the Official Languages Act, offices or service points, or third parties acting on their behalf, are required to provide services in both official languages and ensure an active offer of these services in both languages. The right of members of the public to be served in the official language of their choice takes precedence over the language-of-work rights of employees.

The results of the 2008 Public Service Employee Survey show that CSC employees feel they can work in the language of their choice. CSC has approved and is in the process of implementing the Official Languages Accountability Framework and the three-year Official Languages Action Plan 2008-2011.

The following key activities will be undertaken with respect to official languages:

Key Activities Resulting in Measured by
Include accountabilities related to increasing the visibility of official languages in the Performance Agreements of Deputy Commissioners and Assistant Commissioners. Increased senior management leadership and commitment in promoting official languages. Improved results in assessment by TBS and the Office of the Commissioner of Official Languages.
Monitor to ensure compliance with official languages obligations regarding service to the public, language of work, and the equitable participation of Anglophones and Francophones in the workplace. Increased application of active offer and bilingual signage in reception areas and points of service. Improved results in assessment by TBS and the Office of the Commissioner of Official Languages.
Develop and implement a national Official Languages Communication Plan to promote the visibility of official languages. Greater awareness of official languages obligations related to official languages in CSC. Improved results in assessment by TBS and the Office of the Commissioner of Official Languages

Measurement Strategy

The expected results are indicated in the tables outlined at the end of each of the above sections addressing each priority in the Strategic Plan. In addition, the Office of the Chief Human Resource Officer at the Treasury Board Secretariat is realigning the measurement system for people management to better support Deputy Heads and departmental Human Resource Management Regimes. As these new measurements are introduced, CSC and the key activities in the Strategic Plan will be aligned against these.

The current People Component of the Management Accountability Framework will be replaced. There will be eight key performance indicators. Departmental people management strategies with new assessments products such as dashboards will be introduced. Footnote 21

People Management Drivers

Description :

Performance excellence consists of three core elements of people management: leadership, the workforce, and the workplace. These drivers are supported by an enabling people-management infrastructure that includes people management capacity, high-quality internal services, and empirical research. Together, these core elements and the enabling infrastructure drive people management results, which drive public service results, which in turn drive results for Canadians.

People Management Drivers

Indicators and Measures in the Public Service People Management dashboard are illustrated below.

New People Management Performance Measurement System

Description :

Indicators and Measures in the Public Service People Management dashboard are identified through surveys/qualitative research and administrative data. The dashboard allows for the displaying of the people management indicators and measures by a system-wide view, departmental views, scorecards and benchmarking options.

New People Management Performance Measurement System

Looking Ahead

The Correctional Service of Canada is a national organization that through excellent corrections contributes in a meaningful way to the public safety of Canadians. CSC contributes to the maintenance of a just, peaceful and safe society by carrying out sentences imposed by courts through the safe and humane custody and supervision of offenders; and by assisting the rehabilitation of offenders and their reintegration into the community as law-abiding citizens through the provision of programs in penitentiaries and in the community.

The strength of CSC continues to be the professional and dedicated people who are genuinely engaged in "Changing Lives and Protecting Canadians ".

This CSC Strategic Plan for Human Resource Management 2009-2012 covers a period of great opportunity for CSC brought about by an important change agenda. The priorities and key activities and anticipated results outlined in the Plan are geared towards supporting the success of this important change.

Meeting the challenges outlined in this Strategic Plan will require strong leadership and a sustained commitment to making the human resource function a true strategic partner in corrections. To this end, the Plan will support the improvement of services through the development of relationships and by adopting a client focused approach; it will support working better and applying innovative solutions to support the business. The Plan invests in our most valuable resource, our people to position CSC for the future and to sustain a positive healthy workplace where lives are changed and Canadians are protected.

Annex

CSC's Workforce and Workplace

CSC employs approximately 16,500 staff Footnote 22 across the country and 84% of the total employee population work in penitentiaries and in community parole settings. CSC is an organization that operates on a 24 hour 7 day a week basis.

Overall Number-Employee Compliment
  2003-03-31 2009-03-31
Indeterminate 13,378 15,965
Term 992 604
Total 14,370 16,569

Excludes casuals and staff on leave without pay or suspension

Of the 84% of staff that work in an operational setting, 46% are correctional officers/primary workers. Parole officers and program officers that belong to the WP group represent 18%* of the operational complement. Health professionals such as doctors, nurses and psychologists represent 7%* of CSC operational staff whereas trades represent 9.5%*.

*Excludes National and Regional Headquarters

Regional Distribution Employees
  2009-03-31 % 2009-03-31
NHQ 1225 7.4%
Atlantic 1808 10.9%
Quebec 3731 22.6%
Ontario 3584 21.7%
Prairie 3742 22.6%
Pacific 2447 14.8%
National 16569 100.0%

The CSC employee population has increased by almost 15% since 2003. This increase in employee population has had a direct impact on CSC's ability to maintain effective corporate and administrative services at all levels of operations. Several human resources strategies have been developed and initiated to assist with the overall corporate achievement of a strong internal service for the department.

CSC In Relation to Government

Of all government employees, CSC employs 100% the Correctional Officer Group (CX), 38.7 % of the Nurses (NU) group, 72% of the Psychologists (PS) group and 76.8% of the Welfare Programme (WP) group.

CSC is the second largest federal employer of Aboriginal people Footnote 23 after the Department of Indian and Northern Development (DIAND). CSC approved the Aboriginal Human Resource Management Strategy. This strategy allows CSC to meet operational requirements due to its Aboriginal offender client base where recruitment of Aboriginal persons is over labour market availability estimates.

Aboriginal employees are indeed critically important on the front lines; however it is just as important that they are represented in positions of authority and in decision-making capacities. This is required in order to prevent and remove systemic barriers toward Aboriginal offenders, to promote a tolerant and open environment, and to acknowledge the reality of the Aboriginal offender over-representation within CSC. This is an opportunity to empower Aboriginal people by providing positive role models, emulating pro-social behaviour, as alternatives to criminal lifestyles, and to contribute to public safety in meaningful ways.

Major Occupational Groups

Two occupational groups, represent over half of all staff employed in operational units. The Correctional Officer group (CX) comprises 45% of staff*, while another 18% of operational staff* are in the Welfare Programmes category, the group that includes parole and program officers who work in the institutions and in the community Footnote 24.

*Excludes National and Regional Headquarters

Occupational Group Distribution
  2003-03-31 2009-03-31 % 2003-03-31 % 2009-03-31
CX 6,164 6,445 42.9% 38.9%
WP 2,012 2,590 14.0% 15.6%
CR 1,539 1,693 10.7% 10.2%
AS 1,175 1,670 8.2% 10.1%
NU 551 749 3.8% 4.5%
GL 635 739 4.4% 4.5%
GS 590 658 4.1% 4.0%
CS 303 412 2.1% 2.5%
PS 258 314 1.8% 1.9%
FI 199 230 1.4% 1.4%
PE 165 217 1.1% 1.3%
EX 141 186 1.0% 1.1%

A list providing a brief description of the work undertaken by CSC's major occupational groups is found at the end of this annex.

Employee Equity Representation

Many of CSC's worksites are located outside of major urban centres this at times create challenges in attracting individuals from employment equity groups.

In spite of these challenges, CSC has been successful in attaining workforce availability (WFA) estimates in three of the four employment equity groups. Women represent 47.4% of the CSC workforce; the WFA estimate for women is 48.4%. Aboriginal peoples in CSC represent 7.7% of the workforce which exceeds the WFA of 6.2%. Persons belonging to a visible minority group in CSC represent 5.5% of the workforce which matches the WFA of 5.5% for persons belonging to a visible minority group.

Persons with a disability in CSC represent 4.5% of the workforce whereas the WFA for this group is 3.5%.

National Representation Among EE Groups

Description of Figure :

CSC's national representation among EE Groups is as follows: Persons with Disability; on 2003-03-31 representation was at 643. On 2009-03-31, representation was at 747. Visible Minority; on 2003-03-31 representation was at 653. On 2009-03-31, representation was at 915. Aboriginal; on 2003-03-31, representation was at 941. On 2009-03-31, representation was at 1268. Women; on 2003-03-31, representation was at 5963. On 2009-03-31, representation was at 7834.

National Representation Among EE Groups

Nationally, the representation rates have increased for all groups have increased over the above-noted period. All groups exceed the Workforce Availability (WFA) Estimates with the exception of women who fall below the WFA estimates by 1%.

National and Regional Percentages – 2003-2009
(snapshot April 1, 2003 and March 31, 2009)
  Women Aboriginal Visible Min PWD
2003 2009 2003 2009 2003 2009 2003 2009
NHQ 56.5% 61.4% 3.0% 3.3% 7.5% 7.4% 5.5% 5.0%
Atlantic 41.3% 46.5% 3.7% 4.4% 2.9% 3.0% 4.1% 3.4%
Quebec 38.1% 45.1% 1.5% 1.7% 2.8% 3.8% 2.5% 2.3%
Ontario 41.9% 45.4% 4.3% 5.3% 3.7% 4.7% 5.7% 5.8%
Prairie 40.3% 46.5% 16.0% 18.4% 3.7% 4.9% 4.6% 5.0%
Pacific 42.7% 48.8% 7.4% 8.3% 10.3% 11.4% 5.5% 5.8%
National 41.5% 47.4% 6.6% 7.7% 4.5% 5.5% 4.5% 4.5%
WFA   48.4%   6.2%   5.5%   3.5%

Age and Retirement Projections

CSC's employee population is somewhat younger than the average employee age in the federal public service. The average age of all CSC employees is currently 42.9. The average age of employees in the public service is 44.0 Footnote 25.

The federal public service is generally older than the Canadian labour force as a whole. Based on Statistics Canada data, the wave of baby boom retirements is well underway in the federal public service and is projected to peak at the rate of 3.5% in 2012-2013 compared to 1.6% in 1999-2000 Footnote 26.

The ageing baby boomers and the reduced recruitment of new staff, which took place in the federal public service as a whole in the mid 1990s due to Program Review Footnote 27, poses challenges to the overall public service.

Despite the current economic downturn, CSC must be competitive in the search for talent; including most notably today's young knowledge workers. The current economic downturn may present opportunities that CSC must explore. CSC must continue to put into place robust measures to recruit, and retain a sustainable representative workforce.

Age Distribution of All Employees in CSC

Description of Figure :

Based on data from HRMS as of March 31, 2009 the age distribution of all of CSC's employees is as follows: 1.8% fall into the 20 to 24 age group; 8.3% fall into the 25 to 29 age group; 13.3% fall into the 30 to 34 age group; 17.1% fall into the 35 to 39 age group; 15.9% fall into the 40 to 44 age group; 16 % fall into the 45 to 49 age group; 14.6% fall into the 50 to 54 age group; 9% fall into the 55 to 59 age group; 3.2% fall into the 60 to 64 age group; 0.7% fall into the 65 plus age group.

Age Distribution of All Employees in CSC

Age Distribution of All EX Employees in CSC

Description of Figure :

Based on data from HRMS as of March 31, 2009 the age distribution of all of CSC's EX employees is: 2.7% fall into the 35 to 39 age group; 15.1% fall into the 40 to 44 age group; 23.7 % fall into the 45 to 49 age group; 33.9% fall into the 50 to 54 age group; 18.8% fall into the 55 to 59 age group; 5.9% fall into the 60 to 64 age group; 0.0% fall into the 65 plus age group.

Age Distribution of all EX employees in CSC.

Retirements

Overall retirement trend for 2003 to 2009

Description of Figure :

Based on data from HRMS the overall retirement trend for 2003 to 2009 is as follows: In fiscal year 2002/03, 259 employees retired; In fiscal year 2003/04, 342 employees retired; In fiscal year 2004/05, 409 employees retired; In fiscal year 2005/06, 423 employees retired; In fiscal year 2006/07, 465 employees retired; In fiscal year 2007/08, 471 employees retired; In fiscal year 2008/09, 430 employees retired.

Overall retirement trend for 2003 to 2009

The number of employees retiring by year jumped in 2003-04 and increased until 2008-2009 when a decrease occurred. It is anticipated that the retirement rate will remain high for the next several years although it peaked in 2007-2008.

Regional Breakdown – Overall Retirement Trend 2003 to 2009
Region 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009
NHQ 10 17 29 24 15 24 31
Quebec 70 100 139 126 181 170 128
Atlantic 29 33 33 45 42 54 39
Ontario 57 88 86 89 90 90 88
Prairie 53 65 71 74 79 69 75
Pacific 40 39 51 65 58 64 69
Grand Total 259 342 409 423 465 471 430

Overall, the number of employees retiring from CSC has steadily increased since 2003-04, with the greatest increases occurring in the Quebec Region.

Number of EX Employees Retiring by Fiscal Year

The majority of EX employees in CSC are between the ages of 55-59 with 30-34 years of service. The average age of an EX in the Public Service is 50.4 years old. Footnote 28

EX Retirements by Fiscal Year

SEX Retirements by Fiscal Year

Full description of figure :

Based on data from HRMS EX Retirements by Fiscal Year are as follows: In fiscal year 2002/03, 6 executives retired; In fiscal year 2003/04, 6 executives retired; In fiscal year 2004/05, 13 executives retired; In fiscal year 2005/06, 10 executives retired; In fiscal year 2006/07, 15 executives retired; In fiscal year 2007/08, 12 executives retired; In fiscal year 2008/09, 14 executives retired.

EX Retirements by Fiscal Year

Since 2003 the majority of EX employees retired between the ages of 55-58 with 30 or more years of service. Over 1/3 of EX employees are part of the operational pension plan, giving them the option to retire at age 50 without penalty. Currently 38 EX employees (61% of all EX in CSC) are over the age of 55 with more than 30 years of service.

Feeder Group to the Management Cadre

The majority of the feeder groups Footnote 29 to the management cadre are between the ages of 55-59 with 30-34 years of service.

Count by Age and Years of Service for all Feeder Groups
  0-4 5-9 10-14 15-19 20-24 25-29 30-34 35+ Total
Under 40     2           2
40-44   1 1   2       4
45-49 1     1 3 6 3   14
50-54 1 2 7 6 10 58 64 6 154
55-59 3 8 9 8 25 71 142 33 299
60-64   8 9 13 31 36 39 14 150
65+   2 3 8 2 2 7 2 26
Total 5 21 31 36 73 173 255 55 649

Given the identified trend that the majority of EX retirements occur between the ages of 55-58 with 30 or more years of service, it is possible to expect that employees in the feeder groups to the management cadre will also be retiring at the same rates.

Nationally, 31% of CSC's employees within the EX and EX feeder groups are 50 years of age or older.

Ageing Employees Percentage 50+ by Group
Mgmt Cadre NHQ Atlantic Quebec Ontario Prairie Pacific National
EX 47.9% 30.0% 71.4% 72.7% 85.0% 72.2% 58.8%
EX= 53.3% 66.7% 41.2% 56.3% 31.6% 46.2% 46.5%
EX-1 43.0% 43.3% 38.9% 53.1% 50.0% 31.0% 43.8%
EX-2 31.8% 39.7% 34.9% 33.1% 34.4% 29.0% 33.6%
EX-3 24.2% 25.5% 23.9% 26.3% 26.5% 20.2% 24.7%
Other* 18.0% 23.8% 28.8% 27.7% 24.6% 28.1% 26.4%
National 27.0% 25.6% 28.9% 28.8% 26.3% 27.5% 27.6%

* Other is all employees not in the EX minus 3 group and higher. This would include, for example AS01 to AS04.

Brief Descriptions of Occupational Groups in CSC

Correctional Officer/Primary Worker
As the primary contact for offenders, the Correctional Officer/Primary Worker works with offenders on a daily basis. This gives the Correctional Officer/Primary Worker in-depth knowledge of offender's characteristics and behaviour that is vital information for the security of the institution. This knowledge supports and assists in the case management process.
Parole Officer
There are two groups of Parole Officers: Parole Officer working in the institution and the Parole Officer in the community. Both are responsible for the management of the offender's case, assists the offender in establishing a network of community contacts, assesses the needs of offenders, assists the offender with the identification of appropriate programs, and ensures that the level of supervision is appropriate to the inherent risks and needs.
Program Officers
The Correctional Program Officer assists in matching the offender's needs with the level of required intervention and ensures regular contact with the Parole Officer.
Aboriginal Liaison Officers
The Aboriginal Liaison Officer ensures that the unique needs of individual Aboriginal offenders in institutions and in their communities are understood and met. They provide liaison between offenders and non-Aboriginal staff to ensure spiritual and cultural needs are addressed.
Aboriginal Program Officers
The Aboriginal Program Officer assists with the determination of programming expectations and outcomes as part of the Correctional/Healing Plan and motivates offenders to meet the objectives in their correctional plan. Delivers correctional programs to federally incarcerated or conditionally released offenders to reduce the likelihood of re-offending.

Health Services within CSC

The Health Services Sector is responsible for the quality and integrity of health services provided to federal offenders in institutional and in some community settings across CSC. This includes health care delivery such as assessment, diagnosis, treatment, health education, disease prevention, harm reduction, monitoring, surveillance and follow-up care. The Sector is also responsible for effective health policy, as well as program development and implementation that will contribute to offenders' rehabilitation and successful reintegration into the community.

Health Services' Staff Profile

Approximately 3.7% of CSC staff are health care professionals (excluding those staff members in regional treatment centres). Health Services in CSC, strives to maintain a workforce that reflects Canadian society. Slightly more than 3% are from visible minority groups, approximately 1.8% are persons with disabilities, 81% are women and approximately 3.5% are Aboriginal.

The Health Services Sector in CSC is the largest federal employer of nurses in the federal public service, employing 37% of nurses. Nurses are also the largest group of employees within health services (approximately 730 employees).

In addition to nurses, the Health Services Sector employs a number of health care professionals, in smaller numbers, all of whom are critical to the efficient and effective delivery of essential health services. These include pharmacists, pharmacy technicians, social workers, psychiatrists, occupational therapists, psychologists, and physicians Footnote 30. The efficient and effective delivery of health services is also dependent on a variety of non-health professional employees, including for example, administrative support staff and analysts.

General Labour/General Services

CSC also requires heating plant operators, general labourers and tradespersons, as well as employees for general services and administrative support positions. These various positions assist with providing an environment that is safe, secure and clean, and that fosters positive interaction between staff and offenders. This could involve maintaining an institution's electrical, plumbing and heating or ventilation system, repairing equipment, furniture and furnishings, or renovating and enhancing our buildings.

CORCAN is a Special Operating Agency of CSC that contributes to safer communities through innovative and effective client-oriented partnerships as well as employment and employability skills training that assist offenders in successful reintegration.

CORCAN employs federal offenders for its workforce and, in doing so, provides them with working skills necessary to compete in the workforce once released from federal custody. Employment and employability are recognized as major factors in an offender's ability to pursue a crime-free life. Up to 20% of the offender population is active in some form of CORCAN training. Over two million hours of employment and training are provided each year in addition to other interventions.

CSC Feeder Group Definitions:

EX=
stands for EX and equivalent, which includes the EX 01 to EX 05, AR07, AS08, CS 05, SI 08, and WP 07 classifications.
EX minus 1
includes the AR 06, AS 07, CS 04, EG 08, ENENG 05, FI 04, IS 06, NDADV 03, NUHOS 08, PC 04, PE 06, PM 06, PS 05, and WP 06 classifications.
EX minus 2
includes the AR 05, AS 06, EDEST 04, ENENG 04, ES 05, FI 03, IS 05, NUHOS 07, PE 05, PG 05, PM 05, PS 04, and WP 05 classifications.
EX minus 3
includes the AR 04, AS 05, EDEST 03, ENENG 03, ES 04, FI 02, IS 04, NUHOS 06, PE 04, PG 04, PM 04, PS 03 and WP 04 classifications

Footnotes

Footnote 1

Independent Panel Report, December 2007. http://www.publicsafety.gc.ca/csc-scc/report-eng.aspx

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Footnote 2

Independent Panel Report

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Footnote 3

Sixteenth Annual Report to the Prime Minister on the Public Service of Canada , www.pco-bcp.gc.ca.

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Footnote 4

Source: CSC Offender Management System. Note that an offender can appear more than once in the conditional release flowthrough count. An offender may be released from an institution more than once during a year and may therefore be counted more than once. In addition, if an offender spent a portion of the year incarcerated and another portion supervised, the offender will appear in both the institutional and community flowthrough count.

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Footnote 5

The Reference Level is the current dollar balance of funding available to CSC for each year as approved by Treasury Board and/or statutory estimates.

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Footnote 6

Based on 2008-09 Main Estimates, Internal Service costs were reallocated.

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Footnote 7

Source: Report on Plans and Priorities (RPP) 2009-2010.

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Footnote 8

Source: CSC Human Resources Management System, March 31, 2009.

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Footnote 9

Source: CSC Human Resources Management System, March 31, 2009.

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Footnote 10

Needs were identified through the following activities: Focus groups with each RMC; Key Sector Management Teams; Panel Report recommendations on Human Resource Management; sessions with the ADCCS, HR Management Team and the Commissioner; the Middle Managers Forum; mapping of the CSC Report on Plans and Priorities; PS Renewal and the GC Public Safety Agenda.

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Footnote 11

Trends Assessment completed by the CSC Strategic Planning Group 2009, Policy & Research Sector.

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Footnote 12

Sixteenth Annual Report to the Prime Minister, www.pco.gc.ca

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Footnote 13

Sixteenth Annual Report to the Prime Minister – Clerk of the Privy Council: www.pco-bcp.gc.ca

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Footnote 14

National Wellness Survey Report 2006, Buffett & Company Wellness Ltd. www.buffettandcompany.com

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Footnote 15

Canada's Top 100 Employers is a competition to recognize Canada's best places to work. Mediacorp Canada Inc., www.canadastop100.com

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Footnote 16

Mercer Human Resource Consulting: Human Resources Leader Magazine, Phillip Vernon, "Delivering on the promise of HR Transformation" November 2004.

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Footnote 17

Clerk of the Privy Council. 2009-10 Public Service Renewal Action Plan (May 2009)

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Footnote 18

Presentation to the CSC HR Management Team by the Common Human Resources Business Process Team, January 8, 2009.

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Footnote 19

The recommendations are: 16g, 31, 87, 88 and 89

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Footnote 20

Privy Council Office, 2009-2010 Public Service Renewal Action Plan. (www.pco.gc.ca/2009-2010/plan-eng.htm)

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Footnote 21

As presented at the Human Resource Council in March 2009.

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Footnote 22

Source: CSC Human Resources Management System (March 31, 2009). Includes active Indeterminate and Term employees

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Footnote 23

An Aboriginal person is a North American Indian or a member of a First Nation, a Métis or an Inuit. North American Indians or members of a First Nation include status, treaty and registered Indians, as well as non-status and non-registered Indians.

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Footnote 24

CSC Report on Plans and Priorities - March 31, 2009

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Footnote 25

The 16th Annual Report to the Prime Minister on the Public Service of Canada

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Footnote 26

Source: Merit - Achieving Representativeness, Public Service Commission, March 2008

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Footnote 27

Program Reductions 1990: Expenditure Review Federal Public Sector, Treasury Board Secretariat 2007

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Footnote 28

16th Annual Report to the Prime Minister on the Public Service of Canada

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Footnote 29

(definitions are found on the last page of this document)

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Footnote 30

It is important to note that while Health Services is the functional authority for psychology within CSC, the vast majority of psychologists report through correctional operations. This reflects the dual role of the vast majority of individual psychologists within CSC , namely health and correctional operations (i.e., risk assessments and program delivery). As a result, line accountability for HR planning for the vast majority of psychologists rests with the Regional Deputy Commissioners. That said, Health Services has included psychology in the development of a comprehensive recruitment and retention strategy.

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