Strategic Plan For Human Resource Management
Strategic Plan forHuman ResourceManagement2007-08 to 2009-10
STRATEGIC PLAN FOR HUMAN RESOURCE MANAGEMENT, 2007-08 TO 2009-10Commissioner’s MessageHuman resource management is increasingly important in today’s changing workforce. Some of thechallenges CSC currently faces are common across the Public Service, while others are unique to CSC.Our challenges include changing demographics, projected labour shortages, effective labour relations andevolving learning needs. To ensure that CSC meets these challenges and to strengthen our humanresource management, we have developed the three-year Strategic Plan for Human ResourceManagement.This plan supports our efforts to strengthen management practices across CSC. It focuses on fourpriorities for the organization: strengthen our human resource management practices, build an effectiverepresentative workforce, provide learning, training and development, and improve workplace health andlabour relations.There is no question that this is an ambitious plan but each element is important to improve ourorganization and achieve our business priorities.Every person at CSC has a role to play in helping to make this plan a reality. CSC’s management teammembers recognize their shared accountability for this initiative and are committed to its success.Activities to support these priorities are underway and will continue over the next three years to ensurethat our workplace is competitive in today’s labour market.I am confident that this plan positions us to make real improvements in our human resource management,while maintaining our public safety mandate.Thank you for your cooperation as we move forward.Keith CoulterCommissioner, Correctional Service of Canada2
STRATEGIC PLAN FOR HUMAN RESOURCE MANAGEMENT, 2007-08 TO 2009-10IntroductionThe Strategic Plan for Human Resource Management establishes priorities, plans and activities for themanagement of human resources for the Correctional Service of Canada (CSC) for the three-year periodof 2007-2010. The priorities, plans and activities are fully integrated with the business priorities andplans of the CSC Report on Plans and Priorities (RPP).The Strategic Plan for Human Resource Management will adapt to any changes made in the businesspriorities of CSC and will be updated on an annual basis. Regional and Sector activities in the area ofHuman Resource Management flow from this Strategic Plan.The results emanating from the Strategic Plan for Human Resource Management will contribute to theachievement of effective human resource management and will be assessed against the performancemeasures set out in the People Component of the Management Accountability Framework.The CSC Strategic Plan for Human Resource Management represents an important step forward towardsthe transformation of human resource management in CSC and its contribution to public service-wideinitiatives related to Public Service renewal.Operating Environment of CSCThe Correctional Service of Canada is an agency within the portfolio of Public Safety. The portfoliobrings together key federal agencies dedicated to public safety, including the Royal Canadian MountedPolice, the National Parole Board, the Canada Border Services Agency, the Canadian SecurityIntelligence Service, and three review bodies, including the Office of the Correctional Investigator.CSC contributes to public safety through the custody and reintegration of offenders. More specifically,CSC is responsible for administering court-imposed sentences for offenders sentenced to two years ormore. This includes both the custodial and community supervision parts of an offender’s sentence. CSCalso administers post-sentence supervision of offenders with Long Term Supervision Orders (LTSOs) forperiods of up to 10 years.At the end of the 2005-2006 fiscal year, CSC was responsible for approximately 12,700 federallyincarcerated offenders (excluding 1,200 offenders temporarily detained while on conditional release to thecommunity) and 6,800 offenders actively supervised in the community. 1 Over the course of the year,including all admissions and releases, CSC managed a flow-through of 25,500 different offenders. 2CSC has a presence from coast to coast – from large urban centres with their increasingly diversepopulations, to remote Inuit communities across the North. CSC manages 58 institutions, treatmentcentres, four Aboriginal healing lodges, 16 community correctional centres and 71 parole offices. Inaddition, CSC has five regional headquarters that provide management and administrative support andserve as the delivery arms of CSC’s programs and services. CSC also manages an addictions researchcentre, a correctional management learning centre, regional staff colleges and national headquarters. Italso operates CORCAN industries.1Corrections and Conditional Release Statistical Overview: 2006 Annual Report (Public Safety and Emergency Preparedness Canada, Dec.2006).2Source: CSC Offender Management System (as of April 9, 2006). As the 2006-07 fiscal year was not yet complete at the time of this report’spublication, data from the 2005-06 fiscal-year will be used throughout the document.3
STRATEGIC PLAN FOR HUMAN RESOURCE MANAGEMENT, 2007-08 TO 2009-10CORCAN, a Special Operating Agency of CSC, provides work and employability skills training tooffenders in institutions to enhance job readiness upon their release to communities, and to increase thelikelihood of successful reintegration. It also offers support services at 37 community-based employmentlocations across Canada to assist offenders on conditional release in securing employment. CORCAN’sservices are provided through partnership contracts internally (CSC and CORCAN) as well as externallywith other governments, NGOs and private enterprises.In addition to federally operated facilities, CSC partners with non-government organizations that manageapproximately 200 community-based residential facilities which provide important programs and servicesto offenders on conditional release. Specialized correctional services and programs are also providedthrough a variety of Exchange of Service Agreements with provincial and territorial correctional andjustice authorities. CSC also partners with Aboriginal communities to provide custody and supervision ofAboriginal offenders through the establishment of healing lodges under section 81 of the CCRA andthrough release plans under section 84 of the CCRA. There are currently four healing lodges operated byAboriginal communities in collaboration with CSC, (section 81 agreements). There are also four CSCoperated healing lodges under Memoranda of Agreements with local Aboriginal communities.Strategic ContextIn recent years, CSC has been experiencing serious challenges in delivering on its mandate, andsustaining its contribution to public safety, due to the changing offender profile and rapidly escalatingcosts.The changing offender population presents significant security and reintegration challenges for CSC. Inrecent years, the offender population has been increasingly characterized by offenders with extensivehistories of violence and violent crimes, previous youth and adult convictions, affiliations with gangs andorganized crime, serious substance abuse histories and problems, serious mental health disorders, higherrates of infection with Hepatitis C and HIV, and a disproportionate representation of Aboriginal people.For a number of complex reasons, there has been a trend towards shorter sentences and for CSC this hasmeant an increase of 62% in the proportion of male offender admissions serving a sentence of less thanthree years.The result is an increasing polarization of our population, with approximately one in four male offendersand one in three women offenders serving sentences of three years or less, and approximately one in fourmale offenders and one in five women offenders serving life sentences — adding greatly to thecomplexity of the management challenges in our institutions.The trend lines for the changes in the composition of the offender population clearly illustrate that CSCshould expect this transformation to continue for the foreseeable future. Effective management of thismore complex offender population requires greater resources, new training and equipment for staff, anincrease in specialized services (e.g., mental health care for offenders) and more distinct and targetedinterventions. The additional effort and related costs associated with the effective management of themore diversified and complex population present a very significant challenge for CSC.Financial ResourcesApproximately 72% of CSC’s 2006-2007 annual reference level was dedicated to the provision of careand custody of offenders in institutions and in communities, which includes such fixed costs as securitysystems, salaries for correctional staff, facilities maintenance and food. The remaining 28% was allocatedto rehabilitation and case management services.4
STRATEGIC PLAN FOR HUMAN RESOURCE MANAGEMENT, 2007-08 TO 2009-102007-08Financial Resources ( Millions) 1,870.02008-09 1,894.72009-10 1,929.4Ninety percent of CSC’s expenditures are non-discretionary (e.g., salaries, utilities, food, medicalservices) and are driven by factors beyond CSC’s control (e.g., the changing offender profile, inflationand price fluctuations). This leaves very limited flexibility for policy and program modifications, orinvestments that could yield longer-term results.As a result of a serious funding shortfall, an infrastructure deficit and a changing offender profile, theoperational impacts being felt by CSC includes growing pressures from employees, unions and managersat all levels to reduce workload and stress; and limitations to the ability to attract, train and retainemployees.The CSC WorkforceCSC employs approximately 14,500 staff 3 across the country and strives to maintain a workforce thatreflects Canadian society. Slightly more than 5% are from visible minority groups, approximately 4% arepersons with disabilities, and approximately 7% are Aboriginal. 4 These rates are at or above the labourmarket availability 5 of workers in these operational groups for the types of employment offered by CSC.Just under 45% of CSC staff are women.Two occupational groups, for the most part exclusive to CSC, represent over half of all staff employed inoperational units. The CX, or correctional officer/primary worker group, comprises 41% of staff, whileanother 13% of staff are in the WP category, that is, the group which includes parole and program officerswho work in the institutions and in the community. The remainder of CSC’s workforce reflects thevariety of other skills required to operate institutions and community offices – from health professionals,to electricians, to food service staff, as well as staff providing corporate and administrative functions atthe local, regional and national levels. All staff work together to ensure that the institutions operate in asecure and safe fashion and that offenders are properly supervised upon release.CSC employs 100% of the CX group (correctional officers/primary workers) and nearly 85% of the WPs(Parole Officers and Program Officers) in the federal Public Service. In addition, CSC is a major federalemployer of other groups: 76.6% of Psychology (PS) group; 34% of Nursing (NU) group and 17.9% ofthe General Services (GS) group. CSC’s workforce reflects the variety of skills required for the operationof its institutions and community offices –The ten largest occupational groups at CSC are: CX, WP, CR,AS, GL, NU, GS, PS, FI and CS.Institutions and community operations account for 87% of the CSC staff complement. Many of the CSCworksites are outside of major urban centres. In some parts of the country, the location of our worksitescreates challenges in attracting staff from other federal departments in recruiting and attracting staff fromthe Employment Equity groups, particularly visible minorities and persons with disabilities. There arealso challenges in recruiting staff members who are able to provide services in both official languages.3CSC has changed its definition of ‘employee’ to be consistent with the definition used by the Public Service Human Resources ManagementAgency of Canada. Previously, casual employees, employees on leave without pay and suspended employees were included. Data as of March31, 2006 (Source: CSC Human Resources Management System).4Source: CSC Human Resources Management System. Employment equity data, March 31, 2006.5As per the latest available data from Statistics Canada (2001 Census Data).5
STRATEGIC PLAN FOR HUMAN RESOURCE MANAGEMENT, 2007-08 TO 2009-10Bargaining agents play an important role in CSC. In addition to the ongoing cycle of collectivebargaining at the Public Service level, representation by bargaining agents is active in areas such asgrievance administration, occupational health and safety, disability and human rights issues. CSCactively engages in labour-management consultation through an extensive committee framework at thenational, regional and local levels.There are six bargaining agents in CSC. The Union of Solicitor General Employees, (USGE) representsapproximately 44% of the CSC workforce. The Union of Canadian Correctional Officers, (UCCOSACC-CSN), represents correctional officers/primary workers at the CX-01 and CX-02 levels which isapproximately 38% of the workforce. The Professional Institute of the Public Service of Canada,(PIPSC) represents approximately 9% of the workforce whereby the Canadian Association ofProfessional Employees, (CAPE) represents 200 employees. The Association of Canadian FinancialAdministration, (ACFA) represents just over 200 employees and the International Brotherhood ofElectrical Workers, (IBEW) represents a small number of employees from the Electronics occupationalgroup.Governance of the Human Resources Management Function in CSCThe Roles and Responsibilities at the management level for all matters related to human resources areoutlined in the document titled: Human Resource Management: Governance, Roles and Responsibilities.(see attached in Annex A).The Commissioner has overall accountability for human resource management for the CorrectionalService of Canada. The Commissioner sets the strategic direction and priorities for human resourcemanagement.The Assistant Commissioner Human Resource Management (ACHRM) is accountable to theCommissioner as the functional authority for developing frameworks, plans, policies, national processesand performance measures as well as ensuring monitoring and reporting related to all aspects of humanresource management. The ACHRM leads the development of the Strategic Plan for Human ResourceManagement to provide functional direction and guidance to Deputy Commissioners, AssistantCommissioners and delegated managers with respect to national human resource management issues.Deputy Commissioners as well as the Assistant Commissioners are accountable for the implementation ofmany of the aspects of human resource management. The CSC Instrument of Delegation of Authoritiesin the area of Human Resource Management outlines the delegation of authorities.The National Human Resource Management Committee (NHRMC) assists the Commissioner andmembers of the Executive Committee (EXCOM) in fulfilling their obligations with respect to humanresource management. It is guided by legislation and government-wide policies for human resourcemanagement. NHRMC is a sub-committee of EXCOM.Priorities of the Correctional Service of CanadaIn 2005-2006, CSC undertook a comprehensive process to identify its corporate priorities. Five prioritiesfor 2006-2007 and beyond, were established in response to the changing offender profile, theparamountcy of public safety and the new Government’s emphasis on crime prevention. CSC specificallylimited the number of priorities and associated plans in order to ensure sustained management focus andresults in those areas. This year, CSC reviewed its existing priorities against its mandate and its key risks6
STRATEGIC PLAN FOR HUMAN RESOURCE MANAGEMENT, 2007-08 TO 2009-10and challenges, and determined that it could most effectively contribute to public safety by maintainingthe same priorities, namely: Safe transition of eligible offenders into the community; Safety and security for staff and offenders in our institutions; Enhanced capacities to provide effective interventions for First Nations, Métis and Inuitoffenders; Improved capacities to address mental health needs of offenders; and Strengthened management practices.Priorities for Human Resources Management in CSC(2007- 2010)Strengthening management practices is a key priority for CSC. CSC is committed to ensuring that thereis a robust and effective organization that is able to deliver on its key operational priorities and otheractivities in a cost-effective manner. CSC is also committed to doing this in a way consistent with PublicService values that are essential to creating a healthy workplace and to maintaining the confidence andtrust of Canadians. Specific priorities and plans are based on CSC’s most recent ManagementAccountability Framework (MAF) assessment and Corporate Risk Profile. The MAF establishes thestandards for management in the Government of Canada and is the basis for management accountabilitybetween departments/agencies and the Treasury Board Secretariat (TBS), and the Public Service HumanResources Management Agency (PSHRMAC). The 10 elements of the MAF collectively define“management” and establish the expectations for good management of a department or agency.Four priorities have been identified for human resource management over the 2007/2010 period:1. Strengthened human resource management practices, tools and capacity2. An effective representative workforce3. Learning, training and development to meet future business needs4. Improved workplace health and effective and responsive labour relations.The numerous activities outlined in this Strategic Plan for Human Resource Management contribute to theCSC business priorities as well as to the transformation of Human Resource Management in CSC andspecifically to the business priority of “strengthened management practices”.It is important to stress that in order to support Sectors at NHQ and the operational sites that acomprehensive business analysis of the management of Human Resources in CSC will take place. It isanticipated that this business analysis exercise will flag gaps in human resource management and willhighlight what support managers at all levels of the organzation need to meet the business requirementsrelated to recruitment, staffing, retention and development of our human resources. The concerns thatwill surface as a result of the business case will be addressed at NHRMC and EXCOM in order topropose various solutions to support manager’s efforts in these areas.7
STRATEGIC PLAN FOR HUMAN RESOURCE MANAGEMENT, 2007-08 TO 2009-10The priorities, plans and activities in the CSC Strategic Plan for Human Resource Management weredeveloped based on the Risk Profile for Human Resource Management in CSC. Each priority andaccompanying plans and activities addresses a specific element of that risk. Together, they are integratedwith CSC’s business priorities to deliver clear results.The priorities, plans and activities also contribute to the achievement of the challenges put forth by theClerk of the Privy Council 6 for the Public Service as a whole, namely: Clear roles, responsibilities and accountabilities across government; Teamwork and a culture of excellence in public service; Renewal in the public service; Leadership; Longer-term strategic planning to prepare today for the global challenges of tomorrow and; Diversity of views – linguistically, geographically and culturally, developed by a team made upof different perspectives.Attracting and retaining an innovative and representative work
The Strategic Plan for Human Resource Management establishes priorities, plans and activities for the management of human resources for the Correctional Service of Canada (CSC) for the three-year period of 2007-2010. The priorities, plans and activities are fully integrated with the business priorities and
Bruksanvisning för bilstereo . Bruksanvisning for bilstereo . Instrukcja obsługi samochodowego odtwarzacza stereo . Operating Instructions for Car Stereo . 610-104 . SV . Bruksanvisning i original
10 tips och tricks för att lyckas med ert sap-projekt 20 SAPSANYTT 2/2015 De flesta projektledare känner säkert till Cobb’s paradox. Martin Cobb verkade som CIO för sekretariatet för Treasury Board of Canada 1995 då han ställde frågan
service i Norge och Finland drivs inom ramen för ett enskilt företag (NRK. 1 och Yleisradio), fin ns det i Sverige tre: Ett för tv (Sveriges Television , SVT ), ett för radio (Sveriges Radio , SR ) och ett för utbildnings program (Sveriges Utbildningsradio, UR, vilket till följd av sin begränsade storlek inte återfinns bland de 25 största
Hotell För hotell anges de tre klasserna A/B, C och D. Det betyder att den "normala" standarden C är acceptabel men att motiven för en högre standard är starka. Ljudklass C motsvarar de tidigare normkraven för hotell, ljudklass A/B motsvarar kraven för moderna hotell med hög standard och ljudklass D kan användas vid
LÄS NOGGRANT FÖLJANDE VILLKOR FÖR APPLE DEVELOPER PROGRAM LICENCE . Apple Developer Program License Agreement Syfte Du vill använda Apple-mjukvara (enligt definitionen nedan) för att utveckla en eller flera Applikationer (enligt definitionen nedan) för Apple-märkta produkter. . Applikationer som utvecklas för iOS-produkter, Apple .
Human Resource Management (HRM) and now HRM has become strategic in nature. Strategic Human Resource Management (SHRM) is concerned with the relationship between HRM and Strategic Management in an organization. This book brings to light the strategic human resource approaches, which are
Strategic human resource management John Bratton Chapter two Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’1
corporate human resource priorities as well as critical human resource issues within each department. Departmental human resource plans will be analyzed to identify human resource issues and trends that are common across government. This information will be used by the Deputy Minister Human Resources Sub-Committee to identify the future human .
