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Section III: Analysis of Management Priorities

This section of the Report describes the Department’s progress towards its Management Priorities.

Portfolio Leadership and Corporate Management

To support the delivery of its three Program Activities, the Department identified two management priorities:

  • effective Portfolio leadership resulting in better cohesion through coordinated strategic directions, policy, and communications; and
  • improved stewardship and accountability through:
    1. effective and integrated departmental planning; and
    2. improved management policies and practices.

This section reports on the performance of key initiatives linked to the above-mentioned management priorities. Resources associated with management priorities are integrated in the planned spending of the three Program Activities discussed in section II of this Report.

Public Safety Canada's Strategic Outcome

In 2007-08, Public Safety Canada made reasonable progress on the following management-related initiatives:

  • increased interdepartmental and Portfolio policy collaboration and coordination;
  • development of a departmental strategic communications plan, and a Portfolio Communications Framework to enhance portfolio and interdepartmental communications linkages;
  • designed and initiated implementation of an integrated planning framework for the Department;
  • development of a fully articulated Program Activity Architecture;
  • enhanced/improved capacity in strategic policy development, planning, finance, auditing, evaluation, information management/information technology and human resources; and
  • continued advancements in the implementation of government-wide policies.

These key initiatives supported the Department’s Program Activities and expected results, thus contributing to the Department’s Strategic Outcome. Management Priorities for 2007-08 focused on effective portfolio leadership, improved stewardship and accountability. Departmental successes included improved Portfolio coordination on Cabinet priorities; the establishment of improving Access to Information and Privacy services to the public; the development of a departmental Integrated Human Resources and Business Plan; the implementation of a new Program Activity Architecture; and enhancements to the Department’s capacity to deliver management support services.

Increasing interdepartmental and Portfolio policy collaboration and coordination

In the past year, the Department increased the effectiveness of interdepartmental and Portfolio collaboration through a number of activities. In 2007-08, the Department established a coordinating committee of Cabinet Affairs colleagues across the Portfolio; strengthened the policy review process for all Cabinet documents; and increased the daily flow of information amongst Cabinet Affairs offices throughout the Portfolio. In addition, the Department’s Access to Information and Privacy (ATIP) Unit improved service to the public by establishing a process to improve collaboration with ATIP offices across Portfolio agencies. In 2007-08, the Department completed 310 access requests, 14 privacy requests, and 182 consultations from other departments on access and privacy requests, completing 90% of requests within the legislated timeframes established by the Access to Information Act. The Department’s workload increased significantly in the last year, as it received 30% more access to information requests than in the previous year.

Developing a Departmental strategic communications plan, a Portfolio Communications Framework, and enhancing Portfolio and interdepartmental communications linkages

In early 2007, the respective heads of communications from Public Safety Canada and Portfolio Agencies began development of a communications framework that would allow the Portfolio to communicate with Canadians more strategically, consistently and effectively on issues of common interest. By fall of 2007, a Portfolio Communications Framework was agreed upon and work initiated to develop a supporting action plan. Communities of practice were formed, for example to coordinate public opinion research, and best practices shared. Although the work continues, the Portfolio has increased its level of cooperation and collaboration as a result of this initiative.

Designing and implementing a strategic and business planning framework for the Department

The integration of Human Resources planning with departmental business planning is a component of the Public Service Modernization Act and a key priority of the Public Service Renewal Agenda of the Clerk of the Privy Council. In accordance with this priority, the Department developed an integrated planning framework for 2008-09 that aligns human resources with Public Safety Canada priorities.

Branch-level Integrated Business Plans focusing on results and structured around the recently approved Program Activity Architecture were developed in 2007-08 and will be implemented in 2008-09. In addition, work was initiated to develop an Integrated Risk Management Framework Policy and it is expected that the Risk Management Framework, Policy and associated risk profile will be completed in 2008-09.

Developing and implementing the Department’s Program Activity Architecture

In accordance with the Management, Resources and Results Structure (MRRS) Policy, the Department developed a new Program Activity Architecture in 2007-08 and continues in its efforts to establish performance measures and to link resources to outcomes.

Enhancing/improving capacity in human resources, planning, information management/information technology and internal audit and evaluation

Public Safety Canada has advanced the implementation of government-wide management policies in support of the delivery of departmental priorities by making recruitment and retention investments in specific communities such as strategic planning, information technology (IT), audit and human resources (HR).

Further enhancements to business processes and systems in the area of information management, information technology, planning and human resources have been implemented and further improvements will be made during 2008-09.

Advance the implementation of Government-wide management policies

As the Department enhances its capacity to deliver management support services, it also advances the implementation of government-wide initiatives, such as the Government Security Policy, Internal Audit and Evaluation policies, the Public Service Modernization Act, the Federal Accountability Act, as well as revisions to the Grants and Contributions Policy and the financial management regime. The Department also improved the manner in which it responds to Access to Information requests.

The Department completed or made good progress in respect to the following initiatives for 2007-08:

  • Renewal of the HR delegation of authorities document to ensure it reflects Public Service Modernization Act changes;
  • Issuance of departmental policies to reflect Public Service Modernization Act requirements (e.g., discipline, grievances, termination);
  • Negotiation of Essential Service Agreements;
  • Development and implementation of monitoring and reporting frameworks;
  • Communicating, training and educating managers and employees on the Public Service Employment Act;
  • Development, customization and implementation of effective and efficient staffing processes, systems and tools; and
  • Continued implementation of Management of Information Technology Security (MITS), including the creation of the Information Management/Information Technology (IM/IT) Security Division.

For further detailed performance information on the initiatives that support this PA, please refer to: