ARCHIVED - Canadian Grain Commission

• Developed performance measures and held discussions to help CGC employees understand how their individual work contributes to the overall success of the department.
• Initiated development of tools to track human resource metrics.
• Designed and implemented people planning guidelines and processes.

• Developed new competency dictionary.
• Developed generic statements of merit criteria based on new Public Service Employment Act (PSEA) guidelines.
• Drafted learning maps for new employees, supervisors and managers.
• Implemented policy on Required Training.

• Implemented all aspects of the PSMA.
• Met the Public Service Commission target for implementation of the PSEA.

• Developed the People Management Framework in consultation with over 100 employees and managers.

• Commenced research regarding best practices.
• Updated demographics and commenced updating competencies.
• Held discussions at the senior management level on focus and direction.

• Undertook several initiatives to contribute to a strategic and consultative approach to union-management consultations.
• Reviewed commitments for consultative working relationships at National Union Management Committee (NUMC) meetings.
• Involved bargaining agents in the early stages of program development (e.g., performance management, People Management Framework).
• Co-development of Informal Conflict Management System (ICMS).
• Co-development of recommendations related to the implementation of one operational group.

• Designed and implemented an ICMS with a working group that included all bargaining agents, representatives of all divisions, and HR.
• Conducted an internal awareness campaign.

• Developed several communication pieces to maximize the use of leave self-service, My Information, and the on-line self-identification survey.
• Implemented compensation web applications to give employees immediate access to live pay and benefits data and tools.
• Developed generic work descriptions and statements of merit criteria for senior inspection positions.

• Reviewed the existing three year Employment Equity Plan to identify results achieved.
• Initiated work on a plan for incorporating achievements of previous years and information from new Workforce Analysis.

• Held consultations with various stakeholders, including bargaining agents, to identify program needs.

• Delivered agreed upon software to the organization according to budget and project timelines.
• Continued to procure software solutions, as an alternative to in-house development when applicable.

• Continued to manage server population through increased power, network throughput, and rationalization.
• Continued to evolve the infrastructure by increasing bandwidth and upgrading routers and switches.
• Implemented increased data storage to secure and control data archiving.
• Initiated IT disaster recovery planning.

• Reviewed and upgraded IT policies to reflect changing realities and to reflect best practices.
• Implemented new software tools to monitor compliance within the CGC to the Information Technology Policy.

• Continued to support CGC working groups with data provision and information support. Data was provided for standard internal reports, monitoring programs, as well as ad hoc reports on unloads, shipments and re-inspections to answer specific questions not accommodated by standard reports.

• Supported Access to Information and Privacy (ATIP) and Competition Bureau data requests.
• Responded to urgent ad hoc data requests from industry.

• Published a CGC newsletter approximately every six weeks on the CGC intranet (StaffNet) to help keep staff informed of various issues of importance and interest to the organization.
• Released staff bulletins as required.
• Held quarterly leadership planning sessions.
• Communicated the CGC’s state of affairs (Odyssey presentation) to staff in April and May 2006.
• Continued to visit and meet staff at CGC worksites and waterfront elevators.

• Through the CGC web-site: provided quick and easy access to information about the CGC, its policy decisions, programs, activities and announcements; information related to grain quality, quantity and research; information related to producer protection; statistical information; and other services and information for grain producers and the grain industry.
• Provided electronic subscription services to notify users about new information added to the CGC web-site.
• Introduced an on-line service for grain producers to obtain grading results on their harvest samples.
• Met with grain producers at 8 agricultural trade shows in western Canada to address comments and questions, gather feedback, and provide information.
• Delivered presentations and participated in panel discussions during producer and industry organization meetings in western and eastern Canada.
• Provided tours of the CGC facilities to grain producers, marketers and buyers of Canadian grain, researchers, and other grain industry members.

• Trained approximately 50% of all employees in communication and conflict management in the workplace.

• The CGC’s Official Languages Committee:
  • Continued to make French language training resources available for staff.
  • Continued to update the Position and Classification Information System database.
  • Supported Francophone community events and promoted these events to staff.
  • The Administration Officer is a member of the Manitoba Interdepartmental Network of Official Languages Coordinators (MINOLC) and information is shared between both MINOLC and the CGC Official Languages Committee.
  • The Official Languages Champion attended a variety of information sessions, such as the Champions’ Conference and shared information with the committee.
  • Launched a web-site on the CGC intranet providing staff with information about the Committee's functions, activities, and links to other committees, learning tools and resources.
• Maintained a bilingual glossary of grain-related terminology on the CGC web-site

• Produced financial statements using Treasury Board Accounting Standards and received an unqualified audit report from PricewaterhouseCoopers LLP.
• Provided support to the Policy Unit by supplying financial data for Central Agency reporting.
• Responded to Central Agency inquiries in a timely manner.
• Received a positive quality assurance result from Public Works and Government Services Canada demonstrating a 12% reduction of errors in the trial balance exception reports.

• Maintained a User Fees Committee with representation from various divisions in the organization that:
  • Reviewed existing user fees to identify redundancies and streamline fees.
  • Compiled information on existing service standards and performance measures.
  • Continued to standardize the documentation of service descriptions, components, and deliverables for each service fee in template format and reviewed progress with program management.
  • Developed costing methodology to facilitate the calculation of individual service costs.
  • Published relevant information regarding CGC fees on the web-site.

• Developed an internal audit plan for fiscal year 2006-2007. Undertook the following activities:
  • Completed a review of CIPRS
  • Completed a review of GRL Testing (report not presented before end of fiscal year).
  • Completed a Harvest Survey Review.

• Provided research, analytical, and writing support on numerous issues and initiatives involving other CGC divisions, external industry stakeholders, producers, and other government agencies and departments.
• Expended significant effort during the reporting period on the Meyers Norris Penny Inward Weighing and Inspection Review, CGC and CGA Review, Licensing Compliance Initiative, and development of the WQAS.
• Provided research, analysis, and advice to support decision making by Commissioners and other senior CGC officials.
• Prepared briefing notes and correspondence, and contributed to internal and external communication tools as required.
• Represented the CGC at various industry and interdepartmental meetings and events.
• Coordinated and prepared planning and reporting documents including the Report on Plans and Priorities (RPP) and the Departmental Performance Report (DPR).

• Held monthly National Administration Officer meetings.
• Addressed and monitored issues experienced during implementation of the Expense Management Tool for business travel.
• Shared travel information bulletins with all administration officers and staff.
• Sent out a client satisfaction survey to determine if mailroom services met service standards.
• Implemented and tested E-FRISBEE, a transportation software package, at CGC Headquarters.

• Managed lease renewals required in the context of the ongoing CGC review.
• Experienced a decrease in telecom costs for a third year due to centralization of the telecom budget and through the efforts of standards, policies, streamlined processes, and continued communication.

• Continued to work with PWGSC project team to address the Headquarters building recapitalization.
• Completed a design standard for regional offices to address future lab and processing space needs and requirements in order to help maximize efficiencies.

• Completed the IT Disaster Recovery Plans in support of the BCP Project.
• Ran field tests on two elements of the IT Disaster Recovery Plan.
• Purchased servers and software for the IT Disaster Recovery Plan implementation.
• Continued to communicate BCP plans at CGC leadership sessions, team meetings, and via the CGC newsletter.

• Continued to develop the Hazard Prevention Program:
  • Conducted training for hazard recognition, control, and the processes involved in Job Safety Analysis (JSA) for the GRL.
  • Developed JSA’s for many GRL tasks.
• The National Occupational Safety and Health Policy Committee: reviewed Risk Assessments for several locations, launched a scent awareness campaign, and continued to investigate the best options for gas monitors, safety vests and other personal protective equipment worn in elevator environments.
• Examined all non-CSA or ULC equipment used by the CGC and granted CSA approval.
• Improved Health and Safety incident reporting by implementing a new hazard investigation Report approved by HRSDC.
• Continued development and testing of the BCP.
• Continued transition of safety information to Infonet.

• Continued planning and implementation of activities within the broad scope of the MAF as outlined in the MAF Action Plan published in the fall of 2005. http://grainscanada.gc.ca/pubs/corporate/maf/maf-e.htm

• Completed performance measures for all CGC divisions and units. These are being implemented in performance management.

• Continued to finalize service standards for all CGC user fees.

• Under the terms of a letter of agreement with the CFIA, conducted a total of 258 elevator inspections across Canada, inspected 16 vessels in the Port of Churchill, and provided information on 2,073 submitted samples that allowed for issuance of phytosanitary certificates.

• Processed 18 phytosanitary samples and provided 29 vessel hold inspections on behalf of FGIS in the Eastern region.
• Certified 8 vessels and witnessed the fumigation of 6 on behalf of FGIS.

• Attended regular meetings of the Adventitious Presence Portfolio Working Group, made up of representatives from AAFC, CFIA and CGC.
  • Developed action plans to address AP issues and using support funds from the Canadian Biotechnology Strategy, engaged in several policy development activities.
• Launched the process of determining a mechanism to minimize leakage of U.S. wheat varieties into the Canadian grain handling system, in partnership with AAFC and CFIA.
• Became a member of the Portfolio Seed Policy Working Group of which, the Portfolio Science Collaboration Working Group for grain safety assurance held, and continues to hold, discussions on the disposal of contaminated grain and other substances.
• Continued to work with CFIA’s Variety Registration Office (VRO) to develop a contract registration program for the bread wheat variety 5400IP.
  • Undertook audits of commercial production of 5400IP in collaboration with the VRO and instituted a variety identification program to monitor for leakage of 5400IP into mainstream CWRS carlots and cargoes.

• Provide all services in a courteous, professional manner
• Prepare and distribute documentation to interested parties within 24 hours of unload
• Provide thorough elevator inspections with regard to automatic samplers, protein testers and moisture meters, dryers and other related mechanical equipment
• Provide advice for companies regarding installation of new or modified sampling equipment, dryers and other mechanical equipment where applicable
• Address special requests to meet customer needs

From April 1, 2006 to March 31, 2007, CGC staff inspected 265,816 inward grain cars.

The grading of inward grain cars was 97.5% accurate.

Service standards were met 100% of the time.

• While grain is being conveyed to the vessel, truck or railcar, continuously monitor the grade of the grain according to the information listed on the shipping order
• Analyze representative increments for a cargo every 2000 tonnes or within a timed interval that has been identified for the terminal and advise the shippers of the results within 20 minutes of commencing the analysis, and always when there is a problem
• Notify the designated facility representative immediately after the discovery of quality anomalies to minimize the cost of corrections
• Keep an official record of the loading and retain samples for six months so that the CGC and its customers can review the details of the shipment should the need arise· Accurately reflect the loading data in the certificate, letters of analysis or other documents that are issued and offer as much flexibility in the format of these documents as our Act and Regulations allow
• Issue the appropriate certificates for the cargo within twenty-four hours of receiving a) the documentation requests from the shipper/exporter and b) the loading data from the inspection unit

From April 1, 2006 to March 31, 2007, CGC staff issued 728 certificates of quality representing 25,775,223 tonnes of Canadian export grain.

Service Standards were met 100% of the time.

• Endeavour to provide receipt data within 24 hours of unload
• Provide all services in a courteous, professional manner
• Accurately determine the amount of grain weighed and facilitate the verification of the weight with the interested parties through the certification and documentation issued
• Monitor weights and grain flow routes while grain is being conveyed from the truck or railcar
• Notify the facility representatives immediately after the discovery of quantity anomalies or weighing exceptions in order to minimize correction costs
• Address special requests to meet clients needs

From April 1, 2006 to March 31, 2007, CGC staff officially weighed 285,240 inward grain cars.

Service Standards were met 100% of the time.

• Endeavour to provide shipment data before the close of the next business day
• Ensure the timely transfer of official documents
• Process and document all shipments so as not to delay the loading operations of the facility
• Accurately determine the amount of grain weighed and facilitate the verification of the weight with the interested parties
• Continuously monitor the weights and grain flow routes while grain is being conveyed to the truck, railcar or vessel
• Notify the facility representatives immediately after the discovery of quantity anomalies or weighing exceptions so that the cost of corrections is minimized
• Keep an official record of shipping routes and scale tapes for 2 years after a loading
• Accurately reflect the loading data in the certificates and other documents that are issued

From April 1, 2006 to March 31, 2007, CGC staff officially weighed 25,840,909 tonnes of grain for export from Canada.

Service Standards were met 100% of the time.

• Reply to client phone calls or e-mails within 30 minutes of the time they are received or advise employees (via a message) when we will be able to resolve their questions
• Provide 5 minute response between the hours of 7:30 and 4:30 CST and within 30 minutes at other times
• Monitor the system on weekends to ensure continued operation

• Upon receipt of all required documentation for licensing, monitor prospective licensee files to ensure that the files are processed and approved within 10 working days (pending availability of decision makers).
• Advise licensees of their licensing requirements 2 months prior to their licence renewal date.
• Notify a licencee the day a licence is issued and ensure that the licence is mailed to the licensee within 5 working days from the effective date of the licence.
• Ensure that customers are notified about changes in a CGC licensees’ status within 3 working days of the effective change. In lieu of a 3 working day standard, notification of changes will take place via newspaper and other media publications.
• Respond to customer inquiries within 24 hours.

From April 1, 2006 to March 31, 2007, the CGC had 142 licensees as required by the CGA and CGR.

Service standards were met 100% of the time.