ARCHIVED - RPP 2006-2007
Canadian Grain Commission

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SECTION IV - OTHER ITEMS OF INTEREST

Corporate Infrastructure and Government-Wide Initiatives

CGC corporate infrastructure includes support functions such as management of human resources, information technology, statistical services, communications, finance, policy and planning, administration, and health and safety. These functions enable the CGC to deliver the activities necessary to achieve its strategic outcomes and result in improved performance, increased employee productivity and effective communication with industry and producers. Success will be measured by evaluating the effectiveness of specific activities and measurement tools for specific programs such as competent staff, number of accidents, meeting legislative requirements, and efficiency gains due to well-developed information technology.

Although the CGC is a small department with limited resources, it prides itself on the ability to implement government-wide initiatives. Sound agency management denotes not only cost efficiency, but signifies the CGC's commitment to government-wide initiatives such as the Management Accountability Framework, providing services in both official languages, the Government On Line (GOL) initiative, and effective partnering with other government organizations to provide effective, efficient service to Canadians. Success in this area will be measured by tracking specific activities undertaken to achieve the goals of various government-wide initiatives and measuring program, unit, and individual performance against performance targets.

The CGC is committed to fulfilling its mandate in the most efficient and cost effective manner possible. The costs of both corporate infrastructure and implementation of government-wide initiatives are accounted for under the costs of delivering CGC strategic outcomes and program activities. The following sections provide descriptions of internal and government-wide CGC initiatives and activities.

Management of Human Resources

A skilled and motivated workforce is critical to the CGC in delivering its services to Canadians. The CGC is committed to provide an inclusive and diverse workplace that is representative of the citizens and communities served. The following activities and initiatives are integral components to the management of human resources in the planning period:

• Effective communication and integration of human resource goals, priorities, and business planning.
• Further implementation of competency-based initiatives (performance management, training, and resourcing) to develop and sustain a capable workforce and fulfill departmental objectives.
• Communication and integration of changes from the Public Service Modernization Act into CGC human resource policies and processes.
• Development, implementation, and communication of a comprehensive People Management Framework which reflects departmental needs and modernized human resource management legislation and practices.
• Development of a succession strategy/process for CGC leadership.
• Initiation of communication with union officials to strengthen relationships and consultation practices in order to improve collaboration and increase informal issue resolution.
• Design and implementation of an informal conflict management system.
• Further development of generic work descriptions, leave self-service, and other electronic or web-based tools.
• Continued implementation of the CGC's Employment Equity Plan.
• Development of a performance management tool to be piloted in the organization.

The expected results of these planned activities include:

• Collaborative relationships between management, employees, and employee representatives.
• Competent staff able to move/progress within the department and the public service.
• Continuous improvement of HR management skills by managers and supervisors.
• A workplace culture that encourages diversity and enables employees to learn and to progress within the department.
• A skilled work force more representative of Canada's population and in compliance with the Employment Equity Act.

Information Technology

• Developing and managing an information technology infrastructure that is responsive, secure, and provides support to enhance all aspects of CGC business.
• Developing, acquiring, and implementing advanced software applications and providing IT operational support.
• Storing, handling, and providing operational data in a secure and timely manner to improve decision-making and reduce costs.

Statistical Services

• Providing concise and timely statistical support to all work groups.
• Providing extension support to industry and other government organizations on statistical related topics.

Communications

• Providing effective internal communications (e.g., Staff net, bulletins, Chief Operating Officer communications, planning session information).
• Developing and implementing effective external communication tools (e.g., CGC web-site, news releases and conferences, and industry meetings and conferences).
• Continuing to develop communication skills within the organization.
• Promoting and implementing the requirements of the Official Languages Act to provide improved services and information in both official languages.

Finance

• Continuing delivery of financial transaction processing and reporting requirements, as well as provision of guidance to the organization.
• Conducting planned internal audit activities to accomplish risk assessment of all key risk areas.
• Responding to the requirements of the User Fees Act by continuing to manage and report on key characteristics of identified CGC user fees.

Policy and Planning

• Providing policy support to all work groups to aid in corporate decision making.

Administration Services

• Managing national and regional administrative programs and policies in order to provide efficient and effective administrative support to all CGC divisions.
• Managing of CGC facilities and telecommunications to secure rent and telecom savings and provide an efficient, safe and healthy work environment.
• Addressing service accommodation needs by: renewing leases as they come due where facilities satisfy requirements; reconfiguring accommodations when necessary; relocating where required; and refining and analyzing recapitalization options for CGC Head Quarters, 303 Main Street, Winnipeg, Manitoba.
• Testing of business resumption plan and training of staff to ensure the delivery of services are more reliable and secure in case of a hazardous occurrence.

Health and Safety

• Managing the ongoing development of an effective health and safety program aimed at achieving a decreased accident rate and a healthy, productive workforce.

Corporate Development

• Developing a corporate risk profile to provide an effective risk management framework for all projects, new initiatives and ongoing work.
• Continuing to record and support the expanding list of activities to fulfil the mandate of the Management Accountability Framework.
• Completing performance measures by which unit and individual employee effort is evaluated for all fee-for-service CGC activities.
• Completing service standards for all fee-for-service CGC activities.

Partnering with Other Government Organizations

• Ongoing provision of phytosanitary inspection of grain elevators on behalf of the Canadian Food Inspection Agency to eliminate the duplication of services.
• Ongoing provision of grain inspection on behalf of the US Federal Grain Inspection Service in eastern Canada as per the Memorandum of Service to facilitate the movement of grain.

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