The success of HMIRC’s three new core programs is supported by a very strong Corporate Services Division. To
ensure that our new business lines operate effectively and efficiently, the Commission will act to enhance
our Corporate Services in these important areas: finance, information technology, administration,
security, human resources, communications and strategic planning.
4. |
Corporate Services – Action Plans
|
Finance |
|
4.1
|
We will achieve autonomy in financial data entry.
|
4.1.1 |
By providing training opportunities with respect to F.I.R.M. (S.A.P.) process for direct
electronic entry of financial data.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: Immediate
Support: Not required
|
Performance Indicator
Completion of training course
|
4.1.2 |
By implementing the pilot project entry of live financial data parallel to the maintenance of the current
hard copy process. (Current hard copy process: HMIRC to Health Canada to electronic input.)
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: January 2000
Support: Not required
|
Performance Indicator
Report after one month of data entry
|
4.1.3 |
By analyzing the outcome of the pilot project (item 4.1.2) to
determine operational changes and/or additional training initiatives necessary to achieve full
implementation of the F.I.R.M. financial data entry program.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: January 2000
Support: All branches, President’s Office
|
Performance Indicator
Report to Management Committee
|
4.1.4 |
By contacting departments and authorities to alert them to HMIRC’s procedural changes in
financial document entry in order to identify and address any signing authority issues which
might hinder full implementation.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: January 2000
Support: Not required
|
Performance Indicator
Included in recommendation to Management Committee (item 4.1.3)
|
4.1.5 |
By actioning any necessary changes identified in item 4.1.4
discussions and discontinuing the hard copy procedures referenced in
item 4.1.2.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: February 2000
Support: Not required
|
Performance Indicator
Full migration to electronic entry
|
4.2 |
We will develop a cost recovery proposal (aligned with the
Blueprint for Change) for submission to the Treasury
Board Secretariat.
|
4.2.1 |
By examining the existing Commission Renewal: Paper on Cost Recovery and determining how best
to incorporate the past and projected AD preparation costs into HMIRC’s Cost Recovery Financial
Analysis model.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: February 2000
Support: Operations Branch
|
Performance Indicator
Draft report to Vice-President, Corporate Services and Adjudication
|
4.2.2 |
By continuing membership activities with respect to the Health Canada Cost Recovery Committee to
remain alert to other proposal options and implications.
|
Importance
High
|
Urgency
High
|
|
Lead: Vice-President, Corporate Services and Adjudication
When: Ongoing
Support: Corporate Services Division
|
Performance Indicator
Attendance and issuance of any applicable issue-specific reports
|
4.2.3 |
By soliciting and coordinating input from HMIRC staff and incorporating their ideas and
suggestions to the extent possible (Items 1.2,
1.3, 2.2).
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: Ongoing
Support: All staff
|
Performance Indicator
Interim report to Management Committee
|
4.2.4 |
By aligning the information with the Planning, Reporting and Accountability Structure (PRAS)
framework.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: March 2000
Support: Communications
|
Performance Indicator
Interim report to Vice-President, Corporate Services and Adjudication
|
4.2.5 |
By financial analysis of current program costs and revenues.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: February 2000
Support: Communications
|
Performance Indicator
Interim report to Vice-President, Corporate Services and Adjudication
|
4.2.6 |
By examining Treasury Board Policy and consulting with other departments and agencies with
respect to cost recovery and its application to programs destined for “public good”.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: February 2000
Support: Legal Services
|
Performance Indicator
Interim report to Vice-President, Corporate Services and Adjudication
|
4.2.7 |
By proposing a cost recovery model which reduces or eliminates recovery costs relating to MSDS
Compliance.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: April 2000
Support: MSDS Compliance Division
|
Performance Indicator
Interim report to Vice-President, Corporate Services and Adjudication
|
4.2.8 |
By consulting with HMIRC stakeholders on proposed cost recovery model.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: May 2000
Support: Communications, Client Services Division
|
Performance Indicator
Feedback from stakeholders
|
4.2.9 |
By submitting recommendations to Council of Governors on proposed cost recovery model.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: July 2000
Support: Management Committee
|
Performance Indicator
Report submitted to Council of Governors
|
4.2.10 |
By submitting Council of Governors approved cost recovery model to Treasury Board Secretariat for
review and approval.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: September 2000
Support: Communications, Health Canada Cost Recovery
Committee
|
Performance Indicator
Submission made to Treasury Board Secretariat
|
4.3 |
We will develop and implement a financial structure to report on the business lines.
|
4.3.1 |
By determining changes required to align financial activities to PRAS framework of three business
lines.
|
Importance
High
|
Urgency
Low
|
|
Lead: Corporate Services Division
When: February 2000
Support: Communications, Management Committee
|
Performance Indicator
Report to Vice-President, Corporate Services and Adjudication
|
4.3.2 |
By determining how best to allocate corporate overhead.
|
Importance
High
|
Urgency
Low
|
|
Lead: Corporate Services Division
When: February 2000
Support: Management Committee
|
Performance Indicator
Interim report to Management Committee
|
4.3.3 |
By coordinating necessary changes to the HMIRC chart of accounts in conjunction with Health
Canada personnel to ensure appropriate changes to F.I.R.M. and the Central Accounts of Canada.
|
Importance
Low
|
Urgency
Low
|
|
Lead: Corporate Services Division
When: March 2000
Support: Management Committee, Health Canada Finance
|
Performance Indicator
New financial structure in place
|
Information Technology |
4.4 |
We will develop and launch a Web site that meets the needs of our stakeholders.
|
4.4.1 |
By establishing a Web site Design Committee to develop a proposal to Management Committee.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: December 1999
Support: Management Committee
|
Performance Indicator
Proposal to Management Committee
|
4.4.2 |
By designing the HMIRC Web site.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: March 2000
Support: Management Committee
|
Performance Indicator
Web site up
|
4.4.3 |
By creating procedures for the maintenance of the HMIRC Web site.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: March 2000
Support: Corporate Services Division
|
Performance Indicator
Procedures finalized
|
4.4.4 |
By monitoring feedback from internal and external clients.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: Ongoing
Support: Corporate Services Division
|
Performance Indicator
Report to Management Committee on tracking of reply e-mails from site (similar to enquires
tracking)
|
4.4.5 |
By following immerging new Web site technology with the view of continuous improvements to the site.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: Ongoing
Support: IT
|
Performance Indicator
Ongoing reports to Vice-President, Corporate Services and Adjudication
|
4.5 |
We will develop an IT plan to ensure that our systems and technology remain current and up-to-date
to meet our requirements.
|
4.5.1 |
By developing an inventory list of current installations.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: December 1999
Support: All staff
|
Performance Indicator
Completion of initial inventory database and continued upkeep of said database
|
4.5.2 |
By continuing to address Y2K issues as they are identified.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: Ongoing
Support: Communications, Operations Branch, Health Canada
Y2K Committee
|
Performance Indicator
Final report on Y2K initiatives in January 2000
|
4.5.3 |
By establishing a process for identifying new IT products or services which would benefit HMIRC’s
achievement of its corporate goals.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: Ongoing
Support: Operations Branch, Communications
|
Performance Indicator
Response on “as needed” basis
|
4.5.4 |
By developing a multi-year financial budgeting horizon for responding to
item 4.5.3 issues.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: March 2000
Support: Operation Branch
|
Performance Indicator
Development of a forecasting model
|
4.5.5 |
By establishing a baseline minimum standardized platform for all employees to minimize disruption
to work processes to the extent possible.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: January 2000
Support: Not required
|
Performance Indicator
Report to Vice-President, Corporate Services and Adjudication
|
4.6 |
We will explore the opportunities for utilizing e-commerce.
|
4.6.1 |
By determining needs in conjunction with other initiatives
(item 2.9.3).
|
Importance
Low
|
Urgency
Low
|
|
Lead: Corporate Services Division
When: April 2000
Support: Operations Branch
|
Performance Indicator
Report to Management Committee
|
4.6.2 |
By examining legal issues which might hinder provision of full e-commerce services.
|
Importance
Low
|
Urgency
Low
|
|
Lead: Legal Services
When: June 2000
Support: Corporate Services Division, Operations Branch
|
Performance Indicator
Report to Management Committee
|
Administration |
4.7 |
We will revamp the Records Management System.
|
4.7.1 |
By contacting National Archives or Health Canada personnel for guidance in the process of
revamping the existing file system.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Corporate Services Division
When: January 2000 and ongoing
Support: National Archives or Health Canada
|
Performance Indicator
Report to Vice-President, Corporate Services and Adjudication
|
4.7.2 |
By relocating our current files to a more central location within our premises to optimize space,
increase efficiency of central registry file maintenance, as well as make files more accessible
to individual users.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Corporate Services Division
When: January 2000
Support: All staff
|
Performance Indicator
Files and filing cabinets moved
|
4.7.3 |
By surveying personnel operating in all three business lines plus Legal Services to assess their
central registry needs and recommendations to ensure that central registry activities are
reflective of HMIRC needs.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Corporate Services Division
When: January 2000
Support: All staff
|
Performance Indicator
Recommendations to Vice-President, Corporate Services and Adjudication, and Management Committee,
as applicable
|
4.8 |
We will develop a central desktop publishing resource for the Commission.
|
4.8.1 |
By surveying staff members to establish baseline needs with respect to desktop publishing.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Communications
When: December 1999
Support: Corporate Services Division, Operations Branch
|
Performance Indicator
Recommendations to Vice-President, Corporate Services and Adjudication
|
4.8.2 |
By determining which desktop publishing activities can be done in-house most effectively giving
consideration to cost, convenience and time-frame priorities.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Communications
When: January 2000
Support: Corporate Services Division
|
Performance Indicator
Completion of list of criteria
|
4.8.3 |
By determining what changes need to be made to the hardware/software configurations currently in use.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Corporate Services Division
When: January 2000
Support: Communications
|
Performance Indicator
Recommendation to Vice-President, Corporate Services and Adjudication
|
4.8.4 |
By establishing time frames for upgrading resources and implementing budget discussions as
applicable.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Corporate Services Division
When: January 2000
Support: Communications
|
Performance Indicator
Recommendations to Management Committee as required
|
4.8.5 |
By determining the training needs applicable to the implementation of in-house desktop publishing
capabilities.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Human Resources
When: January 2000
Support: Communications, Corporate Services Division
|
Performance Indicator
Recommendation to Vice-President, Corporate Services and Adjudication
|
4.8.6 |
By providing demonstrations and/or examples to staff with respect to in-house desktop
publishing capabilities to encourage and support communication of HMIRC quality image.
|
Importance
Medium
|
Urgency
Medium
|
|
Lead: Communications
When: Ongoing
Support: Corporate Services Division, Client Services
Division
|
Performance Indicator
Ongoing
|
4.9 |
We will establish a feedback mechanism to ensure Corporate Services is meeting the needs of our
clients.
|
4.9.1 |
By contributing updates on Corporate Services issues, on an ongoing basis, to the internal
corporate e-newsletter and encouraging feedback from Commission staff where appropriate.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: Ongoing
Support: Corporate Services Division, all staff
|
Performance Indicator
e-newsletter and feedback received
|
Security |
4.10 |
We will review the current security policy with a view to minimizing the bureaucracy while maintaining
the required levels of security.
|
4.10.1 |
By reviewing changes which have been made in recent months to accommodate the changes to the
building structure.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: January 2000
Support: All staff
|
Performance Indicator
Report to Vice-President, Corporate Services and Adjudication
|
4.10.2 |
By soliciting HMIRC staff input to determine if there are any concerns with the current security
procedures.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: January 2000
Support: All staff
|
Performance Indicator
Recommendations to Vice-President, Corporate Services and Adjudication
|
4.10.3 |
By obtaining external input on such issues as physical security requirements, process considerations
and threat assessment, to determine security needs to meet current and future government requirements.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: February 2000
Support: Health Canada Security, RCMP
|
Performance Indicator
Report to Vice-President, Corporate Services and Adjudication
|
4.10.4 |
By reviewing security levels held by all staff and communicating expectations and limitations
applicable to staff.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: January 2000
Support: Human Resources, Communications, Operations Branch
|
Performance Indicator
Report to Vice-President, Corporate Services and Adjudication
|
4.10.5 |
By reviewing the security classification of current HMIRC documents and reclassifying or
declassifying as appropriate.
|
Importance
High
|
Urgency
High
|
|
Lead: Corporate Services Division
When: February 2000
Support: President’s Office and both branches
|
Performance Indicator
Report to Vice-President, Corporate Services and Adjudication
|
Human Resources |
4.11 |
We will create a process to facilitate the identification of both corporate and individual
training requirements.
|
4.11.1 |
By designing and implementing a training policy to assist supervisors and employees in
establishing a learning plan to identify, record and track learning activities.
|
Importance
High
|
Urgency
High
|
|
Lead: Human Resources
When: March 2000
Support: All staff
|
Performance Indicator
Report to Management Committee
|
4.11.2 |
By identifying, during the operational planning process, training needs in order to achieve the
objectives of the Commission (i.e., complaint management programs, dispute resolution programs,
appeal board training, etc.).
|
Importance
High
|
Urgency
High
|
|
Lead: Human Resources
When: March 2000
Support: All staff
|
Performance Indicator
Report to Management Committee
|
Communications |
4.12 |
We will establish a communications strategy which promotes effective dialogue with our external
stakeholders.
|
4.12.1 |
By writing a communications strategy plan for the Commission.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: January 2000
Support: Corporate Services Division
|
Performance Indicator
Communications strategy plan
|
4.12.2 |
By establishing production and quality standard/procedures for all Commission documents
intended for external distribution.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: February 2000
Support: Corporate Services Division
|
Performance Indicator
Procedures document established
|
4.12.3 |
By updating and redesigning all existing Commission documents destined for external distribution.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: April 2000
Support: Corporate Services Division, Operations Branch as
needed for info.
|
Performance Indicator
All documents up to date
|
4.12.4 |
By creating new external documentation as the need requires in alignment with production and
quality procedures established under item 4.12.2.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: Ongoing
Support: Corporate Services Division, Operations Branch
|
Performance Indicator
New documentation available
|
4.13 |
We will foster a corporate culture which promotes openness, transparency and corporate awareness.
|
4.13.1 |
By creating a monthly e-newsletter which will report on strategic planning process and other
corporate initiatives with the goal to improve internal communications.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: December 1999
Support: Corporate Services Division, Management Committee
|
Performance Indicator
E-newsletter
|
Strategic Planning |
4.14 |
We will coordinate and monitor the implementation of the Workplan.
|
4.14.1 |
By finalizing the Workplan within the Commission.
|
Importance
High
|
Urgency
High
|
|
Lead: Strategic Planning
When: December 1999
Support: Corporate Services Division, Management Committee
|
Performance Indicator
Workplan finalized
|
4.14.2 |
By coordinating the approval and distribution of the Workplan to the Council of Governors and
Minister of Health.
|
Importance
High
|
Urgency
High
|
|
Lead: Strategic Planning
When: January 2000—Council of Governors
Support: Corporate Services Division, Management Committee,
President’s Office
|
Performance Indicator
Council approves transmission of Workplan to Minister of Health
|
4.14.3 |
By monitoring and reporting on the Workplan progress.
|
Importance
High
|
Urgency
High
|
|
Lead: Strategic Planning
When: Ongoing
Support: Vice-President, Operations and Vice-President,
Corporate Services and Adjudication
|
Performance Indicator
Bi-monthly progress reports
|
4.15 |
We will respond to all external agency requirements.
|
4.15.1 |
By researching/contacting all central agencies (i.e., TBS) to identify reporting requirements for
central agencies.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: November 1999
Support: Corporate Services Division
|
Performance Indicator
Annual Reporting Requirement Plan established
|
4.15.2 |
By developing an internal communications plan/timetable on the annual reporting requirements
for central agencies.
|
Importance
High
|
Urgency
High
|
|
Lead: Communications
When: December 1999
Support: Corporate Services Division
|
Performance Indicator
Internal plan established
|
