DPR 2005-2006
Canadian Human Rights Commission

Section IV – Other Items Of Interest

Corporate Management

Corporate management encompasses services provided in all aspects of the Commission's administration. This includes finance and administration, human resources, learning and professional development, planning, audit and evaluation, information management and information technology.

Total Corporate Services Actual Spending

Financial Resources ($ thousands)

Human Resources (FTE)

* All actual expenditures are prorated in the actual expenditures of the two program activities.

Initiatives with Significant Impact on Overall Commission Performance

In 2005-2006 the Commission continued to demonstrate its commitment to sound management practices outlined in the Government-Wide Management Agenda referred to as the Management Accountability Framework (MAF). Specific priorities identified in the 2005-2006 Report on Plans and Priorities (RPP) for the period under review pertain to the ten key areas of the MAF.

Public Service Values

The Commission launched a formal dialogue on public sector values and ethics by providing awareness sessions and workshops to its staff in 2004. In 2005, this work continued with a number of employee consultations around the Public Service Code of Values and Ethics in order to strengthen the foundation for working in a respectful and productive environment. A Commission Code of Conduct has been developed and will be implemented shortly.

Governance and Strategic Direction

During the period under review, the leadership of the Commission continued to focus on establishing a culture of innovation and continuous improvement in management practices. The Commission provided monthly reports to Commissioners on program results and monitored on an ongoing basis financial, human and materiel resource indicators of sound practice. In November 2005, the organization was restructured in order to better reflect its mandate and support its business objectives.

Results and Performance

In 2005-2006, the Commission continued its focus on results measurement. The Commission's Performance Management Framework and Results-based Management Accountability Framework (RMAF) were developed. These frameworks will be finalized during 2006-2007 to reflect the recent organizational restructuring.

During the reporting period, the Commission developed a set of operational performance reports that serve as a "dashboard" indicating when the organization is on track or when it may be veering from result targets. These are presented to staff and Commissioners to guide day-to-day activity and ensure corrective actions are taken.

Policy and Programs

During the reporting period, the Commission strengthened its research, policy and analytical capacity to ensure high-quality advice to Commissioners, stakeholders and the Canadian public.
This was done through the organizational restructuring exercise which resulted in the creation of a Knowledge Centre.

People

In 2005-2006, the Commission successfully established a new human resources management regime in accordance with the requirements of the Public Service Modernization Act (PSMA) and the new direct authorities vested with deputy or agency heads. Human resources sub-delegations were put in place; training for managers was conducted as a pre-condition for delegations; staffing tool kits and support materials were developed and distributed to all managers; and information sessions on the PSMA were held for Commission employees.

Citizen-Focussed Service

In 2005-2006, the Commission planned to explore and develop tools for measuring client satisfaction. The Commission commenced a client satisfaction study of its mediation process and will consider other types of client satisfaction studies during 2006-2007.

During the reporting period, the Commission continued its work on modernizing its electronic infrastructure for managing information and business applications - the Complaint Management System and the Employment Equity Audit Tracking System. Once completed, these business applications will yield benefits in terms of enhanced on-line service for Canadians.

Risk Management

In 2005-2006, the Commission made progress on the development of a risk management policy and framework. During the current fiscal year, the policy and framework will be refined and updated to reflect the restructured organization. The development of a strategy to implement the framework, and the delivery of risk management training to management and staff were planned for in 2005-2006. Due to unforeseen operational constraints, these activities were not completed before year end but will be completed during 2006-2007.

Stewardship

During the reporting period, the Commission continued to hold awareness sessions and workshops for staff to ensure that the control regime principles are clear and understandable. The Internal Audit and Evaluation function continued to provide professional advice to managers on internal controls, evaluation and risk-related matters.

Accountability

In 2005-2006, the Commission revised its governance structure to clarify accountability at different levels of management. In addition it revised its human resources delegations to ensure that authorities are clear and appropriate. In 2005-2006 the Commission planned to fully implement an action plan in response to an internal financial audit of the Commission. One item remains to be implemented during 2006-2007. Also, financial delegations will be revised in 2006-2007.

Learning, Innovation and Change Management

The Commission is in the process of building the foundation of a learning organization. A learning framework, policy and procedures have been created. Practices related to employee training and development, learning, recognition and counselling are in place and demonstrate the Commission's continuing commitment to the lifelong learning of its employees. The focus in the next few years will be on establishing strong links with the modernization of human resources management in the Public Service, and coherence with the accountability in the People Component of the Management Accountability Framework (PCMAF).

In August 2005, the Commission was a finalist for the Institute of Public Administration of Canada's Innovative Management Awards. This nomination recognized the success of the Commission's change management process.