Departmental Staffing Accountability Report, Overview for the 2003-2004 Cycle - Appendices

Appendix A

Governance

Deputy heads are expected to implement an infrastructure and practices in their organization that are conducive to effective management of staffing, as well as continuous learning and change.

Indicators

• GOV-1 - Senior management gives clear direction and sets priorities that are conducive to excellence in staffing
• GOV-2 - Roles and responsibilities are clearly defined
• GOV-3 - Structures facilitate discussion of staffing issues by senior management and are conducive to collaboration of all stakeholders including bargaining agents

Planning

Deputy heads are expected to ensure that staffing decisions made in their respective organizations are strategic and in line with current and future HR requirements, to achieve their business objectives.

Indicators

• PLN-1 - HR Plans are based on an understanding of the current and future needs of the organization
• PLN-2 - Staffing plans are integrated with HR, strategic and business plans.
• PLN-3 - Actual staffing follows staffing plans

Policy

Deputy heads have the flexibility to establish appointment processes and programs tailored to their own organizational needs. When establishing these processes and programs, they are expected to establish policies that respect the values of fairness, access, and transparency, and ensure that statutory and central agency requirements are respected, even when service providers are used.

Indicators

• POL-1 - Departments have established a policy suite that respects the new statutory and PSC requirements
• POL-2 - Departmental staffing-related policies are regularly reviewed
• POL-3 - Staffing management and results respect statutory and PSC policy requirements

Communication

Deputy heads are expected to establish communication practices that assure transparency, clarity and ready access to staffing information in their own organizations.

Indicators

• COM-1 - Stakeholders have access to comprehensive and timely information.
• COM-2 - Information flows vertically and horizontally to inform all relevant stakeholders.

Control

Deputy heads are also expected to establish active monitoring practices and to adjust their staffing processes, programs and practices as required. They are expected to comply with the PSC's reporting requirements, to collaborate with other PSC's oversight requirements and to make improvements where deficiencies are identified.

Indicators

• CTL-1 Quality HRM information is available
• CTL-2 Effective departmental staffing monitoring is done on an on-going basis
• CTL-3 Risk management is applied in all aspects of the management of staffing.
• CTL-4 Identified staffing performance deficiencies are corrected, in an appropriate and timely fashion
• CTL-5 - Organizations report on staffing results in an appropriate and timely fashion

Appendix B

This appendix provides a visual summary of overall departmental performance with respect to the current system and readiness for implementation of the new PSEA. The readiness is measured in the following terms:

• ready or at a low risk of not being able to implement the new PSEA (indicated in green in the graphics);
• progressing towards implementation or at a moderate risk of not being able to implement the new PSEA (indicated in yellow in the graphics);
• low readiness or significant risk of not being able to implement the new PSEA (indicated in red on the graphics)
• not able to assess readiness for implementation (indicated in grey on the graphics).

See Appendix A for an explanation of the elements and indicators.

Governance

Policy

Planning

Communication

Control

Total