1.0 INTRODUCTION
“The public wants the newest and the best; they expect more information, greater transparency in decision-making and better service, faster. All this spells fundamental change.”

Andromache Karakatsanis, Secretary of the Cabinet, Government of Ontario.

A CHANGING PUBLIC SERVICE ENVIRONMENT
For the past several years, the Ontario Public Service (OPS) has been pursuing an ambitious restructuring and renewal agenda, working toward the government’s vision of becoming a public service that focuses on its core businesses, delivers quality services, is smaller, more responsive, more integrated and accountable.

This change agenda, combined with the need to keep pace and excel in an increasingly complex global, business and public service environment, has resulted in a very different organization in 2001-2002.

Significant strides have been made to become a customer-centred, quality focused public service, while fostering a desirable working environment for employees.

One of the keys to achieving the vision has been the implementation of alternative service delivery initiatives. Considering new ways of doing business became part of the new business planning cycle and has helped ministries focus on which businesses they should be in; and which ones could be done better by another organization. There have been more than 75 ASD initiatives implemented across the OPS since the mid-1990s.

Another piece of the change agenda has included Ontario’s use of information and information technology (I&IT).

With the world clearly focused on I&IT, the OPS is working to become an international leader in electronic service delivery by 2003. New electronic channels are making the delivery of services more seamless, convenient and customer-centred for both individuals and businesses. It is easier to conduct business in Ontario. Government’s relationships with partners in the broader public sector, other levels of government, the not-for-profit sector and the private sector are being transformed.

I&IT is now universally recognized as an integral part of government business. Examples of new ways of doing business include Ontario Provincial Park’s new online provincial reservation system; a state-of-the-art mobile communications network for emergency services; and an interim Internet “gateway” to an array of services such as validation stickers for a vehicle and renewal of our Outdoors Card.

Internal government structures and processes are also being re-engineered. Sophisticated information tools support policy-making and planning. Examples include our evolving Shared Services Bureau, the ongoing implementation of the Workforce Information Network and the Integrated Financial Information System, to be phased in later in 2002.

In the past year, we successfully negotiated contracts with several of our bargaining units. Our change agenda paused during the latter part of the fiscal year as we worked to reach a fair and reasonable offer with our largest bargaining unit the Ontario Public Service Employees Union (OPSEU). We are making good progress, but there are still many challenges and changes ahead. Our customers will continue to expect us to offer top-line services. The policy environment is increasingly complex. The government expects the OPS to be innovative in its approaches.

As an organization, a top priority is to engage in further renewal and revitalization. There is a renewed focus on human resources strategies to ensure a vibrant future for the OPS. The OPS plans to launch a re-invigorated campaign to recruit and retain public servants. This will further our goal of attracting the best and the brightest, by presenting the Ontario Government as a desirable place to work.

Supporting the talented staff we have, and attracting new leaders and innovators, is crucial in our goal to become the best-run public service in the world.

IN THIS REPORT
This report will examine the initiatives taking place in the OPS that address the changing demands of public service. Highlighted are strategies that address the vital issues of Renewal and Revitalization and our ongoing efforts to measure success in these areas.

Also provided, are updates on the HR planning process introduced in 1999, including compelling HR issues within ministries and proposed strategies to address them. These include strategies targeted at ensuring the presence of high calibre talent as well as those aimed at restoring effective working relationships with current OPS employees.

THE GOOD NEWS
This report describes the exciting changes being implemented in the OPS and the innovative ways in which we are preparing to provide excellent service to the public.

The formalization of human resources (HR) plans for distinct occupational groupings is a step on the OPS journey to more seamless government, promoting greater mobility for employees and better service for the people of Ontario. E-government is moving forward in the OPS to better meet the needs of the public and to move the OPS closer to its goal of being the best public service in the world.

The OPS Restructuring Secretariat highlights the awards received by the OPS. These awards include: the Innovative Management Awards, (IPAC) – an award that builds pride in our accomplishments and provide an indication of progress toward being the best.

The OPS has also been the recipient of the Award of Merit from the Canadian Council for Public Private Partnerships and the CIO Canada Information Technology Excellence Award; two additional indicators that we are achieving excellence through our commitment to public service.

Talented people, regardless of where they are in their careers, will always be attracted to “making a difference.” In order to attract, develop and retain qualified and dedicated people now and in the future, we will have to continue to offer work that is challenging, exciting and diverse, and provide learning opportunities that enhance both personal and professional growth. The OPS will be reaching out in the months ahead to entice key talent to our workforce and to continue to build pride in the public service.

2.0 THE ONTARIO PUBLIC SERVICE – OUR 21ST CENTURY VISION
“To achieve this vision of the OPS for the 21st century,
we must think big and care deeply.”

Andromache Karakatsanis, Secretary of the Cabinet, Government of Ontario

THE OPS FOR THE 21ST CENTURY FOCUSES ON SERVICING THE PEOPLE OF ONTARIO BY:

• clearly understanding our core businesses and delivering them with excellence;
• sharing a dynamic culture that attracts and keeps the best and brightest employees;
• working closely together across organizational boundaries to meet customer needs;
• delivering tangible results for the people of Ontario and protecting the public interest;
• developing and implementing e-government strategies to become a world leader by 2003;
• increasing customer satisfaction through increased accountability and transparency and demonstrating greater value for money.

This report highlights the key workforce challenges the OPS faces and some of the critical actions it’s taking to ensure it achieves its vision.

2.1 Our Current Imperative: The Context for Renewing and Revitalizing the Ontario Public Service
In recent years demographic pressures along with a global shift in the nature of work – which have affected organizations across all sectors – have presented new challenges to human resources management and planning in the OPS. The business environment of the OPS is one where our customers expect us to offer fast, friendly, state-of-the-art services. The policy environment is increasingly complex and the solutions to many issues require work across ministries and sectors. As the business of government changes it is critical to understand the complex relationships between people, processes and our business objectives.
The Human Resources Strategy for the OPS (HR Strategy) demonstrates a commitment to our employees outside the senior management group. It addresses the complex relationships amongst the workforce, innate and potential capacity, and the policies that promote the effective use of human resources. The HR strategy was developed to provide a foundation for ongoing response to challenges in public sector management in Ontario. Many of the initiatives presented in this strategic HR vision are being implemented. It is equally important that the HR strategy continues to provide the vision for future initiatives.

The key HR objectives can only be achieved if the OPS actively engages in renewal and revitalization. The OPS must nurture the talented staff we have and attract new talent. Many of our staff are going to be retiring over the next decade, and we will need new leaders and innovators throughout the public service.

Our goal is to create a dynamic public service culture, shared by the best and brightest people, who are accountable and committed to protection of the public interest and public service delivery.

2.2 The OPS Workforce Profile
A SIGNIFICANTLY SMALLER OPS WORKFORCE
In a rapidly changing environment the OPS seeks to increase integration and decrease response times to exceed customer expectations. This has resulted in a smaller, more flexible organization as the OPS continues to explore options for Alternate Service Delivery, E-government, and partnerships with key stakeholders. Between 1995 and 2002, the size of the OPS has declined by 24 per cent.

(Note: the Full Time Equivalent Employee numbers, from June to June of each year excluding students and seasonal employees, have been rounded to the nearest 100.)

The majority of the reductions occurred in the 1990’s. Since 2000, restructuring of the OPS has resulted in staff reductions in some areas while there has been new investment in staffing for strategic areas to achieve the government’s goals.

A COMPLEX LABOUR RELATIONS ENVIRONMENT:
DISTRIBUTION (BY COMPENSATION GROUP)

Unions or associations represent approximately 87 per cent of the employees in the OPS. The chart below illustrates the distribution of the OPS workforce between compensation groups.

The challenges confronting the OPS include balancing the interests of employees and Ontario taxpayers by remaining competitive as well as fiscally responsible. Competitive compensation and terms and conditions of employment will support recruitment and
retention efforts.

AN AGING WORKFORCE - AGE PROFILE OF EMPLOYEES (FEB. 2002)

Statistics Canada reports that 33 per cent of the Canadian workforce was age 45 or older in 2000. They project that in 2010 the percentage will have risen to 40 per cent. Significantly more (43 per cent) of the OPS workforce is in the older worker (45-65) age category than the general provincial workforce.

Approximately 70 per cent of the OPS are “baby boomers”. The average age of classified employees is 44 years with an average length of service of 14 years. Unclassified employees have a younger age profile, with an average age of 38.

RETIREMENT ELIGIBILITY

As of March 2002, 14 per cent of classified employees are eligible for retirement in five years or less. A further 41 per cent will be eligible in the next six to 15 years. These retirements are all based on the current provisions of the OPS Pension Plans*.

Both of these interconnected factors clearly illustrate that the OPS must ensure its future viability by addressing long-term human resource requirements.

* These retirements are based on current provisions of the OPS Pension Plan, which include: normal retirement at age 65; early retirement at age plus service totaling 90; and/or age at least 60 with at least 20 years of service. Also, until October 31, 2002, for OPSEU employees only, age plus years of service totaling 80.

2.3 Key Challenges
ORGANIZATIONAL REALITIES

• Ongoing focus on core business, an organization that is smaller and better integrated, more responsive and accountable;
• increased demands for quality service and diversified service delivery (e.g. e-commerce / e-government; 24/7);
• cost constraints – balanced budget legislation, reduced taxes, commitment to provincial debt reduction, slower economic growth.
  

WORKFORCE REALITIES

• Aging workforce – 70 per cent of the OPS are “baby boomers”; by 2017, 55 per cent of employees may be eligible to retire based on the current provisions of the OPS Pension Plans.
• Critical skills shortages – 25 per cent of Ontario adults lack skills for changes in labour market demands; within the OPS – certain key knowledge areas are already experiencing skills shortages (e.g. policy, IT, communications). The changing demands on government to deliver on its mandate (for example, the commitment to become a leader in e-government by 2003) are impacted by skill shortages in these areas.
• Increased competition for skilled knowledge workers – the OPS will be in direct competition, not only with the broader public sector, but also with the private sector.
• Increased indifference among potential recruits about a public-service career
• Upward compensation pressures
• Collective bargaining environment
• Technological change
• Global competition and mobile workforce

3.0 OPS RENEWAL AND REVITALIZATION STRATEGIES AND INITIATIVES
Within the context of continuing fiscal pressures, increased demands for high quality service, clearer accountabilities and heightened efficiency and effectiveness, the OPS has established an aggressive workforce management agenda to ensure it is able to become and remain a leading public-service organization. Understanding the composition of the OPS workforce, the present competitive labour market and our relative positioning is vital to the achievement of critical renewal and revitalization goals.

Renewal means ensuring that employees have the skills to respond to the changing
role of government and the way work is done.

Revitalization means planning ahead to ensure that there will always be a future
generation of skilled employees.

3.1 Deputy Ministers’ Leadership Group (DMLG)
Recognizing that workforce renewal and revitalization is a key business issue, the Secretary of the Cabinet formed a leadership group of deputy ministers and a cross-section of OPS employees to champion the organization’s efforts to be an employer of choice. The DMLG approved a pivotal set of outcomes and actions for OPS renewal and revitalization that are clearly aligned with business goals and change initiatives identified in the HR Strategy.
These outcomes provide clarity and a means of tracking progress. The Strategic Renewal and Revitalization outcomes are:

1. Pride in quality public service
2. Dynamic leadership
3. Learning organization
4. Fostering a motivating and flexible work environment
5. Capable and innovative workforce

The five outcomes work together to support the key public service renewal and revitalization outcome of having ‘dynamic and innovative people delivering quality public service to all Ontarians’. The following brief descriptors highlight corporate led initiatives for each outcome.

3.2 Pride In Quality Public Service

• Focus on Youth - Strategies targeted at younger workers continue to be developed. Ontario strives to maintain its standing as a leader among provincial jurisdictions as an employer of youth.
• Amethyst Award & Showcase Ontario – Two of the recognition programs that have been in operation for some time within the OPS. The Amethyst Award, established in 1993, recognizes outstanding achievements by people in the OPS. The Showcase Ontario Award of Excellence was established to honour excellence in information technology within the Ontario Government and the broader public sector.
• Transformation of the OPS - In 1995/96, the OPS leadership began working on a vision for the future. The Restructuring Secretariat has led the implementation of key initiatives to transform the OPS. The next phase will continue the early transformational initiatives to build on its accomplishments to date leading to an end goal of a customer-centred vision of public service. This has led to the creation of the new Ontario Public Service Excellence & Innovation Office (April 1, 2002), which will continue efforts to foster a culture of excellence, continuous improvement and collaboration through communications, leadership, learning recognition and pride. This newly created office will act as a focal point/repository for the best new thinking on current issues and approaches in public service practices. For details regarding the priorities of the immediate future refer to Appendix A: 1.1.
• Entry/Exit Tools - The capture of information from individuals entering and leaving the OPS is critical toward building greater understanding of the factors influencing recruitment and retention. This serves as a valuable benchmark to measure the progress made towards the advancement of renewal and revitalization objectives.
  

3.3 Dynamic Leadership

• Collective Bargaining and the OPSEU Strike – The 2001-2002 fiscal year presented many challenges for the OPS as many of its bargaining units faced renewal of their contractual agreements. The Negotiations Secretariat within the Human Resources Division (HRD) has successfully concluded the bargaining process with: the Association of Management, Administrative and Professional Crown Employees of Ontario (AMAPCEO); and the Professional Engineers, Government of Ontario (PEGO). Negotiations with the Provincial Schools Authority Teachers (PSAT), the Association of Law Officers of the Crown and the Ontario Crown Attorneys’ Association (ALOC & OCAA) and the Ontario Provincial Police Association (Civilian) (OPPA) are underway.
  When contract negotiations with the Ontario Public Service Employees’ Union failed to produce a settlement before the strike deadline of March 13, 2002, Essential Service agreements were triggered.

OPS managers responded to ensure that the delivery of critical services to the citizens of Ontario continued. Additional information regarding Labour Relations issues can be found in Appendix A: 2.1.

• HR Plan for Senior Managers - This HR Plan first developed in 1997, was reviewed and updated in July 2000. It demonstrates a clear commitment to OPS leaders, by recognizing their value to the OPS and the challenges ahead. This plan is primarily a tool for corporate and ministry based planning and addresses compensation strategies, performance and succession management as well as executive training and development. Further details of this plan are found in Appendix A: 2.2.
• HR Plan for MCP Managers - A human resources plan aimed specifically at the middle management group is being developed. The HR Plan for Managers will recognize and treat middle managers as a significant corporate resource. It will incorporate strategies to address issues unique to this critical employee group. Activities over the last year include: approval to proceed with the project granted by Management Board of Cabinet; implementation of Pay for Performance; core competency profile developed for middle managers; curriculum for management development drafted and undergoing consultation; current job evaluation system reviewed. For detailed information see Appendix A: 2.3. Additional occupation based HR Plans are highlighted in detail in Appendix 4.2.
• E-Government - The OPS has made a commitment to become a leader in e-government by 2003. E-government strategies include: transforming large-scale systems in health, education, justice and transportation; changing internal government processes; using a variety of electronic channels to make service delivery more seamless, convenient and customer-focused; and creating new channels of citizen participation. Within our IT group, we have implemented an e-recruitment process, using the services of an external provider to pre-screen and electronically submit resumes for positions in the senior management group.
• Workforce Information Network (WIN) - A series of web-based analytic tools have been developed enabling ministries to generate both ministry-specific and corporate level statistics on demographic indicators, mobility (entry and exit), organizational structure and attendance and leave.
  

3.4 Learning Organization

Competencies - A program review of competencies was completed to assess competency use OPS-wide, and to gather and evaluate best-practice organizations’ experience and advice. A key finding from the review was the need to create a visionary policy on the use of competencies with staged, flexible implementation, coupled with appropriate infrastructure and HR assurance to support the implementation. A draft policy has been completed which integrates competencies into such HR processes as recruitment and selection, learning and development, succession management, and, over time, performance management. Enterprise-wide consultation on the draft policy is complete; approval and implementation are expected later this year.

• Knowledge Management - Policy renewal, quality service, integrated service delivery and e-government all require a new way of working. Knowledge management can further these key governmental objectives by breaking down organizational “silos” and fostering collaboration and knowledge sharing. Emphasis is being placed on the human side of knowledge and the urgent need to ensure widespread sharing of expertise.
• Learning Plans -Currently, all OPS managers are required to work with their employees to create individual learning plans as a key component of their performance development plans. A draft Succession Management Policy has been completed, along with broad consultations, with the aim of more strongly incorporating leadership development into learning and development plans. At the ministry level, there is a requirement to include a learning plan as part of their HR plan submission.

3.5 Fostering A Motivating and Flexible Working Environment

• Legislative Reform - The government introduced legislative reform to enhance overall human resource management and more effective delegation-of-authority frameworks to allow for increased local recruitment autonomy. Changes to the Public Service Act have also resulted in a new employment appointment mechanism, term classified, to enable the OPS to respond better to contemporary employment market realities, particularly when staffing temporary work.
• Introduction of Term Classified – The use of term classified contracts will be a key revitalization innovation that will provide the OPS with the ability to attract the right kind of talent, on a time-limited basis. This category was introduced in legislation to provide a greater range of options when recruiting for work when it is difficult to attract managers and skilled workers. Term classified employees will receive benefits comparable to regular classified employees, except for limits on certain insured benefits, surplussing rights and termination benefits.
  The legislative changes necessary to create the term-classified service are complete. Similarly, the regulation changes to set out the terms and conditions of employment for term-classified employees in the Management Compensation Plan and Senior Management Group are also complete. Negotiations are underway with OPSEU to introduce this appointment category for employees in the largest bargaining unit. Policy work is ongoing.
• Employee Benefits – During the fiscal year 2001-2002, the consulting firm Watson Wyatt surveyed our benefits plan to compare it to the plans of other employers in both the private and public service. As a result of this information and through the successful resolution of bargaining with several represented groups, the benefit plan has become more aligned with those of other private and public service organizations, and there has been some cost containment.
• OPS Spirit Project - The mandate of this project is to promote a more positive culture within the OPS by championing strategies that boost spirit, promote health, relieve stress and support participation in local community activities. Initiatives range from walking clubs to smoking cessation groups and an OPS dragon boat racing team. The Spirit Project is one of several initiatives adopted by the Deputy Minister’s Leadership Group.
• Health and Safety - In the last year, Management Board Secretariat introduced a revised Occupational Health and Safety Directive. The Directive and accompanying materials, (e.g., Manager’s Guide to Health and Safety, questions and answers for managers and employees, training for managers and supervisors on their responsibilities under the OHSA), highlight the issue of accountability and the need for ministries to ensure they have the capacity to meet their health and safety needs.
• Security/Emergency Management and Preparedness - This area is being reviewed as part of the on-going effort to ensure employee health and safety and enhance policy and management systems.

3.6 Capable and Innovative Workforce

• Recruitment - The OPS is developing strategies to modernize recruitment practices. Through such innovations as e-recruitment, pool hiringinitiatives and career fairs, opportunities are being identified to effectively support hiring managers while offering job candidates broad access to OPS employment.
• Ontario Internship Program - Launched in 1999, the Ontario Internship Program (OIP) has recruited 100 recent college and university graduates each year into areas of skill shortages across the OPS. Over the past three years, 82 per cent of hires were under the age of 30. Overall, 75 per cent of the interns hired in 1999 have chosen to continue their careers with the OPS. For further information see Appendix A: 4.1.
• Continuous Improvement on the HR Planning Process - A two-year HR Planning framework has been implemented, enabling ministries to generate more long-term, strategically focused outcomes. This process has also been simplified by utilizing single-point electronic data entry.
• Common Performance Metrics - A “Common Performance Metric” has been associated with each of the Strategic Renewal and Revitalization outcomes, enabling the OPS to gather enterprise-wide HR Metrics to measure progress toward the Renewal and Revitalization outcomes.
• Occupational-based HR Plan Implementation – In 2001-2002, a number of occupational groups took action on their plans. They developed competency models, learning and training strategies as well as succession management strategies. This working horizontally across traditional ministry boundaries will ensure that the OPS has the needed competencies to deliver professional public services today and into the future. Existing occupational groups include: Communications, Finance, I&IT, Human Resources, Policy, Internal Audit, Inspections, Investigations & Enforcement and Middle Managers. For examples of occupational-based planning refer to Appendix A: 4.2.
• Over the past two years there has been a growing trend for occupational groups to develop HR Plans in response to the recognition that the OPS must identify and ensure that it has the needed competencies to deliver professional public services today and into the future. Existing occupational groups include: Communications, Finance, I&IT, Human Resources, Policy, Internal Audit, Freedom of Information & Protection of Privacy, Inspections, Investigations & Enforcement and Middle Managers. For examples of Occupational based planning refer to Appendix A: 4.2.
• Pay for Performance Achievements with MCP, PEGO, AMAPCEO - This strategy provides OPS managers with the flexibility to recognize and reward excellence beyond standard compensation processes. The new Management Compensation Plan (MCP) pay for performance plan, effective April 1, 2002 includes increases to base salary for eligible employees whose salaries are within the salary range, and re-earnable lump sum awards to employees whose salaries are at the maximum. The OPS has negotiated a similar pay for performance plan with the Professional Engineers, Government of Ontario. The pay for performance agreement with the Association of Management, Administrative and Professional Crown Employees of Ontario (AMAPCEO), also includes a re-earnable lump sum award for those eligible employees who have reached the salary maximum. These negotiated agreements represent leading edge concepts as they apply to contractual agreements with represented staff.
• Succession Management - Succession management has been highlighted by the Deputy Minister’s Leadership Group as a key area of need. The Succession Management Working Group is sharing information across ministries and drafting a model and guideline for OPS succession management. A succession management policy is also currently under development.

4.0 MEASURING OUR SUCCESS
In the 2002/04 Ministry HR Plan submissions, all ministries placed their own HR Outcomes within the framework of the OPS Strategic Renewal and Revitalization Outcomes, creating a matrix of ministry-specific strategies and enterprise-wide goals. Additionally, ministries increasingly utilized HR metrics as both benchmarks and success indicators for initiatives.These metrics include not only the Common Performance Measures, but also ministry-specific measures (e.g. Return on Learning investment, recruitment statistics for key positions, etc.)

For each of the OPS Strategic Renewal and Revitalization Outcomes, a brief operational definition is given as well as the common performance measure, followed by an overview of the associated ministry-specific outcomes

4.1 Pride in Quality Public Service

Pride in quality public service is expressed through how employees feel about public
service, how politicians and citizens refer to public service and in the positive
recognition of the OPS Brand

Common Performance Measure: % of employees who leave voluntarily because they are not satisfied with employment in the OPS

Ministries have operationalized this strategic outcome in a number of ways:

• Recognition Programs – the majority of ministries have recognition programs in place as a means of positively reinforcing exceptional individual and team efforts.
• Employee Survey and Exit Interviews – these HR Metrics are being utilized as benchmarks and success indicators to measure employee attitudes toward the OPS.
• Ensuring employees have the knowledge, competencies and supports to understand and deliver on the ministries’ vision and core businesses both now and in the future.

4.2 Dynamic Leadership
A dynamic leader is results-oriented with strong people skills, shapes business direction and aligns with organizational objectives, values and behaviours.

Common Performance Measure: % of critical leadership positions with up to date succession plans

The commitments made by ministries to achieve the dynamic leadership outcome demonstrate three linked approaches:

1. Grow our own leaders – development and implementation of competency profiles, succession management and leadership development initiatives.
2. Strategically recruit leadership candidates to enhance organizational capability and flexibility.
3. Support existing leaders – particular focus has been placed on the development of such skills as change management, people-management, and fostering innovation.

4.3 Learning Organization
In a learning organization, the right learning takes place in the right ways at the right time, ensuring the creation of skills and knowledge that contribute to the achievement of business, organizational, and individual goals.
 

Common Performance Measure: % of employees with learning and development plan objectives achieved

To achieve the learning organization outcome, ministries have developed programs and initiatives that fall into three main categories:

• An emphasis on developing systems and processes to support continuous learning.
• The provision of innovative learning tools and programs.
• The development and implementation of learning success indicators (e.g. return on learning investment, tracking of learning opportunities, etc.)

4.4 Motivating and Flexible Work Environment
A motivating and flexible work environment builds a sense of community, has work and personal life balance, flexible compensation and systems and tools that are motivating.

Common Performance Measure: Organizational wellness ratio
( e.g. % of work days lost due to illness, injury, etc. per year)

The three themes that emerged from ministries’ HR Plans under this outcome were:

1. Organizational Culture – building a responsive and supportive environment.
2. Employer of Choice – a place where employees feel their contributions are valued.
3. Organizational Wellness – build awareness of health and safety issues and educate employees as to their accountability.
   

4.5 Capable and Innovative Workforce
In a capable and innovative workforce, employees make a difference. There are targeted recruitment and retention strategies and performance management to deliver on
business outcomes.
 

Common Performance Measure: % of OPS customers
surveyed who are satisfied with OPS services.

Three themes emerged from the ministry-specific outcomes placed under this heading:

1. Ensuring that current employees have the skills and knowledge to meet existing and future business needs.
2. Developing effective recruitment, selection and retention processes.
3. Implementing knowledge management systems – particularly for occupational groups with critical skills shortages or “hard to fill” positions.

4.6 HR Program Evaluation
MBS is responsible for developing strategic direction and goals for the effective management of human resources in the OPS.

In response to the government’s rigorous and comprehensive program evaluation strategy, MBS is undertaking an evaluation of human resources programs and services to confirm alignment with government priorities, delivery of core business, program efficiency, affordability and sustainability. The areas included in the review are HR policy and programs, labour relations, MCP compensation, benefits and pension policy and the delivery of defined HR functions. This review will enable us to make better decisions around the effectiveness, efficiency and sustainability of HR programs.

4.7 Conclusion
The “renew and revitalize” directive is very compelling when considered in the context of key workforce challenges the OPS is facing currently. Workforce trends and forecasts indicate clearly that the OPS must be aggressive in its efforts to guarantee ongoing capacity for delivering high-quality service. The OPS must attract and retain best-in-class talent. A significant barrier to effective recruitment and retention is a growing indifference toward the value of public service. This is a significant opportunity to leverage the organization’s leaders’ influence to help achieve the strategic renewal and revitalization outcomes, in particular, rebuilding pride in public service. Active leadership and participation in renewal will help secure our position as the world’s best public service.

5.0 APPENDICES

Appendix A:

1.0 PRIDE IN QUALITY PUBLIC SERVICE

1.1 OPS Excellence and Innovation Office

• clearly understanding our core businesses and delivering them with excellence
  
• sharing a dynamic culture that attracts and keeps the best and brightest employees
  
• working closely together across organizational boundaries to meet customers’ needs
  
• living the values of a professional public service
  
• delivering tangible results for Ontarians and protecting the public interest
  

• Innovation – Fostering and maintaining an innovative culture. The number and scope of nominations from Ontario to the Institute of Public Administration of Canada (IPAC) for the Award for Innovative Management suggests there has been both a behavioural and an attitudinal shift within the OPS.
  
• Recognizing Public Service Excellence – The recognition of superior performance and exemplary effort above-and-beyond the normal call of duty allows everyone to feel pride in the OPS. External awards, such as the Innovative Management Awards of IPAC build pride in our accomplishments. Ontario’s Amethyst Awards are given to members of the OPS nominated by their colleagues. The award recognizes individuals and groups who exemplify the best in public service. Through their staff award programs ministries recognize excellence both formally and informally.
  
• Valuing Public Service – Since a high-performing public service is created by the people who work in it, the OPS needs to not only attract qualified candidates for public service jobs, but also to enhance current workforce morale.
  
• Public Service Renewal and Revitalization – The OPS is being revitalized by ministry efforts to create a dynamic, challenging and rewarding work environment by encouraging staff innovation, learning and wellness and by recognizing excellence and stimulating pride in public service. A range of initiatives will be launched in all these areas to build momentum in creating a culture that will clearly establish the OPS as an organization focused on excellence.
  
• Leadership – There is a renewed emphasis on leadership of the organization. The leadership of the 21st century includes leading the cultural change to an outside-in, customer-centred public service that can provide policy direction and service management of external delivery organizations. The Secretary of the Cabinet has been communicating her views on leadership through Executive Dialogues, which are professional development forums for the Senior Management Group offered through the Centre for Leadership. The OPS must not only support today’s public service leaders as the role of government evolves, but also nurture leaders for the future.
  
• Quality – In Canada, Ontario has been a pioneer in setting and meeting service standards for phones, mail and over the counter service. The expectations of OPS customers will continue to spur innovation and quality service. Ministries will respond by listening to their customers, building responsive public services, measuring results and continually improving
  
• Responsiveness – Technology offers the opportunity to integrate service delivery electronically so the public does not have to visit a series of government offices to get needed documents. Ontario excels at serving its customers electronically. A report by the consulting firm Accenture has placed Ontario second among Canadian provinces with respect to electronic service delivery by government. Over 60 per cent of government services are available electronically and that number is expected to rise to 83 per cent by 2003. Through various service delivery channels – online, telephone and self service terminals – citizens can access government services such as vehicle renewals and registrations, make a reservation in an Ontario Park, change an address or renew their Outdoors Card. Information is bundled into major life event packages, such as the lost wallet, getting married, moving, having a baby, etc. The broad base of service delivery will be expanded to serve the people and businesses of Ontario better.
  
• Alternative Service Delivery – The trend to alternative service delivery continues, with an emphasis on partnership with community organizations, business enterprises and service integration with other levels of government. The OPS will identify new opportunities and refine its accountabilities through business planning and performance management systems.
  
• Policy Coherence – Work has been underway to improve the policy capacity in the OPS. The goal of the initiative, called Policy Innovation and Leadership, is to put the OPS at the leading edge of public policy excellence, by building a strong, knowledge-based capacity for delivering strategic, informed, comprehensive public policy analysis and advice in support of the government’s priorities. To achieve this goal, we are investing in strategies and approaches that will give policy professionals better skills, products and tools.
  
• Enterprising – The OPS will continue its efforts to become a more cohesive and streamlined organization. Some key initiatives are already in progress and will continue to evolve, such as the Shared Services Bureau, the Integrated Financial Information System and the corporate online Workforce Information Network. As with service delivery, technology will continue to transform many of the internal processes that, traditionally, have been specific to each ministry.

Appendix A:

2.0 DYNAMIC LEADERSHIP

2.1 Labour Relations

COLLECTIVE BARGAINING

In handling the challenges presented in collective bargaining and other sensitive labour relations activities, the OPS recognizes the need to:

• balance the interests of employees and Ontario taxpayers by remaining competitive yet fiscally responsible;
  
• ensure the future viability of the OPS by addressing long-term human resource requirements
  
• control escalating costs;
  
• recognize changing workplace and workforce realities;
  
• explore different service delivery options to ensure maximum value for money, efficiency and effectiveness, including where appropriate, downsizing, privatization contracting out and use of term classified staff;
  
• promote accountability by linking performance to reward; and
  
• foster collaborative relationships with bargaining agents.
  

With these as the overriding objectives, the OPS is working to reach an agreement with OPSEU.

OPSEU represents more than 45,000 employees in a wide variety of positions. These can be broadly categorized as administrative, correctional, institutional and health care, office administration, operational and maintenance, and technical. Approximately 61 per cent of OPS employees are members of OPSEU.

Under the Crown Employees Collective Bargaining Act (CECBA), which governs collective bargaining between the Ontario Government and OPSEU, the employer and union must negotiate an essential services agreement before a legal strike or lockout can occur. The intent of the agreement is to ensure that essential and emergency services are provided in the event of a strike or lockout. Essential services agreements with OPSEU designated 8,982 positions as essential and 1,948 as emergency services, representing about 24 per cent of OPSEU bargaining unit employees. When contract negotiations with OPSEU failed to produce a settlement before the strike deadline, Essential Service agreements were triggered.

Nearly a thousand managers from across the public service have volunteered for redeployment to ensure that critical public services continued. Most of these managers assisted at correctional institutions while others helped out at mental health facilities, probation and parole offices and other front-line operations.

Extensive contingency planning and communications activities also played a vital role in managing the strike. External communications included news releases and newspaper advertisements describing the availability of government services and materials on Ontario Government websites. Managers in corporate offices, ministries and front-line operations were updated continuously by items on Manager’s Map, a dedicated internal website for OPS managers.

At the table, the Employer’s key bargaining objectives included: containment measures to reduce the rising long term costs of benefits; measures to improve operational and organizational flexibility (introduction of term classified employees, expansion of the internship program and competitive remuneration); productivity and efficiency gains such as improving the recruitment process; and mechanisms to encourage and recognize individual employee performance.

Primary issues raised by OPSEU during contract negotiations were wages (including special consideration for key occupational groups) pensions and benefits; job security; use of unclassified, fee-for-service and temporary agency staff; workload, hours of work and overtime; health and safety; and provisions relating to unclassified staff.

2.2 Senior Managers in the OPS

HUMAN RESOURCES PLAN FOR SENIOR MANAGERS IN THE OPS

The HR plan for senior managers of the OPS is intended to develop and foster current and future leaders who can manage the challenges in a changing environment.

The Executive Development Committee (EDC) and Centre for Leadership (CFL) developed a human resources plan for senior managers in March 1997 to address the changing business of government, the evolving employment relationship and the shifting demographics of the senior management group. The plan establishes human resources management strategies and programs to support and develop OPS leadership capabilities. It is the product of extensive consultation with deputy ministers and senior managers across the OPS as well as input from other organizations and research concerning leading-edge practices. The plan was reviewed and updated by EDC in July 2000.

The plan sets out roles and responsibilities for all the partners. There is a yearly cycle for managing such important processes as succession planning and performance management. Education, training and development opportunities are related not only to new corporate core competencies for executives, but are also constantly adapting to the changing business priorities of government.

The HR plan demonstrates a commitment to leaders by recognizing their value to the OPS and the challenges they face. The plan helps the OPS manage restructuring through the development of corporate core competencies that reflect the need for new kinds of leadership and the provision of learning opportunities that encourage new ways of doing business.
Although the plan is primarily a tool for corporate and ministry-based planning, individual senior managers can also use it to manage and develop their careers, whether they stay within the OPS or find opportunities outside government. Leaders can also use the plan to encourage and contribute to the development of the careers of those who have potential to move into executive positions.

EXECUTIVE COMPENSATION

In December 1996 the government introduced a performance-based pay system for deputy ministers and senior managers in order to bring greater accountability and value for money to the civil service.

Incentive awards are directly linked to the achievement of key results at the corporate, ministry and individual levels. Corporately, the performance level required, and the amount of incentive award funding, if any, are the prerogative of Cabinet. Ministry performance is based on the complexity, impact and contribution to the achievement of the Ministry’s annual business plan. Individual performance is based on meeting key commitments identified in their performance management plans.

An independent review, conducted in June 2000 by an expert external consultant, showed that OPS executive pay levels had not changed in four years and were falling further and further behind other government organizations and the private sector. The consultant’s recommendation that executive salary levels be increased to be more competitive with senior staff in other parts of the public sector was accepted. New salary ranges for deputy ministers and senior managers became effective April 1, 2000.

PERFORMANCE MANAGEMENT

As a key component of any human resources management system, performance management provides the mechanism to link individual actions to corporate business plans. Since the government’s direction emphasizes the importance of accountability and the focus on results, our performance management program strengthens the linkage of individual activities to the achievement of corporate and ministry business plans and goals.

Performance management provides a corporate measurement tool on which to base human resources management decisions. The performance management program therefore provides a consistent and continuous approach to measurement based on yearly key corporate goals set by the Premier and Secretary of Cabinet within the four key result areas of:

• Fiscal
  
• Policy/legislative
  
• Operational
  
• Managerial

The use of a consistent corporate measurement approach also supports the principle of equal opportunity. The four key result areas are applied across the leadership group and help align training, succession planning and the development and selection process.

EXECUTIVE TRAINING AND DEVELOPMENT

The Centre for Leadership’s executive training and development programs enable senior managers to enhance their leadership core competencies and build organizational capacity to deliver the government’s business agenda.

LEADERSHIP ORIENTATION

These sessions introduce executives to their new roles and responsibilities as OPS leaders.

• New assistant deputy ministers attend a half-day workshop, which provides insight into their new roles and responsibilities.
  
• New senior managers attend a 3½-day session to become familiar with OPS directions and leadership skills critical to their new role. This will be enhanced with on-line linkages to human resource and corporate information.

LEADERSHIP AWARENESS

These sessions provide executives with current and emerging corporate information to help them understand OPS directions.

• Executive dialogues, held annually from February to June in all regions, give executives a chance to meet the Secretary of Cabinet, hear about corporate messages, and network with Deputy Ministers and senior managers from other ministries. Senior managers are expected to attend one dialogue each year.
  
• Supplementary courses are developed to meet needs that emerge during the fiscal year. These courses are short in duration (two to four hours) and cover a wide range of topics. They are primarily intended to provide information and ideas on emerging trends and issues.

LEADERSHIP FOUNDATIONS

These programs form the core of the executive development curriculum and help executives acquire leadership skills to support new OPS directions. Reflecting current corporate executive development needs and priorities, the programs cover topics such as negotiating in the public interest, strategic communications planning, retaining talent, executive presentations, project leadership and leadership issues related to information technology, performance measurement, and risk management. These programs are one to two days in length. Executives are expected to take the equivalent of three days of training.

LEARNING BEYOND THE CLASSROOM

These activities allow leaders to intensify their exploration of leadership topics and enhance their personal leadership abilities.

• The Corporate Leadership Education & Development School (LEADS) involves four university-level modules offered over the course of a year.
  
• The Corporate Leadership Education & Development School (LEADS) involves four university-level modules offered over the course of a year.
  
• Mentoring sessions support executives interested in establishing mentoring relationships.
  
• Senior management coaches in the New Senior Managers’ Orientation and Corporate LEADS programs receive coaching and facilitation training.
  
• Public-Private Partnership Breakfasts provide an opportunity for Assistant Deputy Ministers to meet with executives in the public and private sectors to explore organizational issues of mutual interest.

These programs are co-coordinated through the Centre for Leadership’s Executive Development Branch, which works increasingly in a service management mode with a “virtual faculty” made up of experts including professors, consulting firms and public policy organizations. A variety of learning methods and relevant learning opportunities are used to leverage training.

The Centre for Leadership also provides an outline for developing mandatory learning plans. Through the learning plans senior managers link their learning objectives to developing core competencies and outline methods for achieving those learning objectives. These learning plans are a component of performance management plans.

2.3 Human Resources Plan for MCP Managers

GOALS

The goals of the HR plan for managers are:

• To recognize and plan for middle managers as a valued corporate resource by addressing the critical issues facing the group
  
  
• To implement strategies to deal with issues facing the group
  

BACKGROUND
There are approximately 4,000 middle managers, across the OPS.

Many ministries are reporting difficulty attracting and retaining managers, as there is currently little incentive for employees to take on a managerial role with its additional accountability. Increasingly, the OPS is also competing with the private sector for scarce managerial resources.

Many middle managers perceive that there are two tiers of management. They are neither represented by a union nor part of the Senior Management Group (i.e. executive). The result of this “in between” status is that there has been no focal point within the OPS to address the broad interests of the group.

CURRENT STATUS

Activities over the last year include:

• approval to proceed with the project granted by Management Board of Cabinet
  
• implementation of Pay for Performance
  
• core competency profile developed for middle managers
  
• curriculum for management development drafted and undergoing consultation
  
• current job evaluation system reviewed

NEXT STEPS

• develop a demographic profile of the OPS middle management group
  
• develop a compensation strategy for the OPS, including middle managers
  
• examine feasibility of changes to the current job evaluation system
  
• gain approval of core competencies for middle managers and communicate to stakeholders
  
• implement a Management Development Curriculum
  
• assess the feasibility of developing a centre of support within MBS for middle managers

Appendix A:

3.0 FOSTERING A MOTIVATING AND
FLEXIBLE WORKING ENVIRONMENT
3.1 Labour Relations - P.S.A. Amendments and Collective Agreement Information System

PUBLIC SERVICE STATUTE LAW AMENDMENT ACT

Bill 25, the Public Service Statute Law Amendment Act, 2001, received Royal Assent and came into force on June 29, 2001. The bill amended the Public Service Act (PSA) and Crown Employees Collective Bargaining Act (CEBCA) to support the evolving way the OPS delivers service to the public. Specifically, these changes reflect the need for greater flexibility and efficiency in managing human resources in order to accommodate new ways of doing business.

The PSA and regulations provide the principal framework for human resources management in the OPS. They set out the duties, powers and composition of the Civil Service Commission (CSC); permit the delegation of employer responsibilities within the OPS; define the political activity rights of Crown employees; and provide a framework for labour relations in the Ontario Provincial Police.

CECBA provides a collective bargaining process for employees in the public service. It applies to employees of the Crown (directly employed by the Crown and through specified Crown agencies), with some exceptions, such as professional and managerial groups and certain persons employed by the Crown who provide advice to the government.

The ten amendments to the PSA and CECBA focused on issues identified as requiring immediate attention during consultations with ministries and bargaining agents. They can be grouped under the following general headings:

• Term Classified Appointments
  
• Initial Appointments to the Unclassified Service
  
• Entitlement to Notice or Compensation Only
  
• Delegation of Authority
  
• OPP Civilian Employees’ Representation
  
• Political Activity Rights of Crown Counsel 5s (managing lawyers)
  
• Definition of ‘facility’, ‘client’, and ‘resident’
  
• Restriction on Employment in Grievance Decisions
  
• Criminal Conviction or Discharge considered conclusive evidence
  
• Personal information about Public Servants

COLLECTIVE AGREEMENT INFORMATION SYSTEM

The ability to recruit and retain high calibre employees is essential for the future viability of public sector organizations. While studies show that astimulating work environment, opportunities for career development and advancement, and a positive work/life balance are becoming increasingly important components of a staff recruitment and retention strategy, competitive compensation and benefit packages are also essential.

To maintain their competitive position, organizations must be fully conversant with current labour market trends and settlements in other jurisdictions. Access to timely, high quality information is also critical for collective bargaining. The Collective Agreement Information System (CAIS) provides that capability for the OPS.

CAIS is an automated strategic planning and management tool providing ‘single window access’ to key labour relations and compensation information. Fully implemented in April 2001, the system:

• Facilitates information exchange among professionals in labour relations, human resources and associated fields’
  
• Reduces research time for labour relations and inter-jurisdictional information
  
• Supports and enhances collective bargaining, labour relations policy development and resource analysis, and organizational decision making
  

3.2 Employee Benefits

INSURED BENEFITS REVIEW

In response to the revitalization challenges facing the OPS, Benefits Policy commissioned a survey by the consulting firm Watson Wyatt in order to compare our benefit plans with those of other employers in both the private and public sectors. It was determined from the survey that our benefit plans required enhancement in some areas and the introduction of cost containment measures in other areas. We have begun implementing plan changes through the negotiation process with three of our employee groups as well as the pensioner plan. Plan design changes have been concentrated in the health and dental areas. Additional consideration of greater diversity within our benefit plan will be revisited in the future as we strive to attract and retain talented high calibre employees.

Appendix A:

4.0 CAPABLE AND INNOVATIVE WORKFORCE
4.1 Ontario Internship Program

INTRODUCTION

The Ontario Internship Program (OIP) was launched in April 1999 as part of the HR Strategy for the OPS. The OIP is helping to revitalize the OPS by recruiting recent college and university graduates into areas of existing or emerging skill shortages within government. Each year the program offers opportunities for 100 university and college graduates to develop the skills and experience necessary for establishing a career in Ontario’s public service. For next year we have increased the number of interns to 150.

PROGRAM OUTLINE

The program provides two-year work placements within the OPS, with each placement consisting of three eight-month rotational assignments. These assignments provide Interns with experience in up to three different areas of public administration and in different ministries and/or central agencies. Most Interns are paid at a rate of $35,000 per year.

The OIP is centrally managed by Management Board Secretariat which promotes the program, recruits interns and provides corporately sponsored training. Upon placement with a ministry, Interns are assigned a manager who is the placement supervisor and a mentor who helps them develop their learning plans.

Interns are hired at the management entry level on a contractual basis. Although there are no guarantees of full-time employment, opportunities are anticipated through the regular competitive process, for identified skill shortage areas.

AREAS OF FOCUS

Candidates are chosen on the basis of their strengths and demonstrated skills, education, work and volunteer – related experiences in various areas of public administration. Interns are hired and placed into assignments in the following areas of public administration:

• Financial and Business Planning
  
• Human Resources (including Organization Development)
  
• Policy Development
  
• Service Contract Management
  
• Communications
  
• Labour Relations
  
• Information Technology*
  
• Electronic Service Delivery*

*New for 2002 program

MARKETING AND RECRUITMENT

The program web site (www.internship.gov.on.ca) enables an online application process. Application forms are also available by mail or fax through the Ministry of Education JOBGROW hotline (1-888-562-4769). The OIP is promoted at all government information centres, constituency offices, human resource development centres, university and college career centres and several Web sites geared towards college and university graduates. The program is also represented at a number of career fairs on college and university campuses.

ELIGIBILITY CRITERIA

To be eligible, applicants must have graduated with a degree or diploma from a recognized university or college within five years of applying to the program; applicants must also be eligible to work in Canada.

2002 PROGRAM UPDATE

Two new occupational specialties were added to the 2002 program: information technology and electronic service delivery. The 2002 recruitment campaign attracted over 6,100 applications from across the province, nationally and internationally. The number of interns hired for the 2002 program increased from 100 to 150.

Preliminary results indicate that the OIP is achieving its retention objective: 72 per cent of all interns (hired between 1999 and 2002) have chosen to remain in the OPS. On average, the former interns have been successful in obtaining mid-management level positions.

As a part of the program’s ongoing commitment to continuous improvement, and in keeping with the OPS’s broader program evaluation strategy, the OIP has begun a comprehensive review of its operations. The program evaluation will include a review of the OIP’s:

• Objectives and their relevance to core business
  
• Economy, efficiency and effectiveness
  
• Affordability and sustainability
  
• Design and structure, and
  
• Alternate service delivery options

A detailed report summarizing recommendations is targeted for fall 2002.

4.2 Occupation Based HR Planning… some examples

Initiatives in occupation-based HR planning are increasing in the OPS. It is clear that this cross-ministry focus is flourishing, allowing for greater mobility and flexibility across the government. These occupation-based HR Plans are in various stages of planning and implementation and indicate the trend to explore new responses to changes in how work gets done. A critical issue in each of the HR plans is the identification of essential competencies and the design supporting learning strategies.

COMMUNICATIONS
The Communications community has made significant progress in the development of the Communications workforce in the OPS with approximately 560 staff working in communications branches and Cabinet Office Communications.
Continued enhancement of the communications function across the OPS is a critical core business. A number of initiatives that focus on replenishing and revitalizing the workforce, learning and development and performance management were initiated during fiscal year 2001/02 through the HR Plan for the communications community. They included:

• a comprehensive orientation program for new communications employees
  
• an expanded course calendar for 2002 which is comprised of 27 course offerings; new courses are being offered in business skill areas
  
• marketing strategies to promote and advocate the career opportunities within the OPS communications community
  
• competency profiles for six communications job families
  
• an enhanced communication website to include human resources best practices and resources (i.e. inventory of interview questions, new interview techniques)
  
• liaison with Ontario colleges and universities to encourage and develop student placements for communications-related programs (i.e. journalism, marketing, business communications)
  
• a joint recruitment drive with ministries targeted to senior management positions

Collective efforts continue to be implemented across ministries to attract, recruit, retain and develop professional communicators.

THE HR STRATEGY FOR THE FINANCIAL COMMUNITY

The multi-year action plan for the financial community includes both business case and project plan components. In the short term attention is being focused on the development of a financial specialist curriculum, an intranet site, a communication plan, a streamlined hiring process, co-op programs and internships specifically for the financial community, rewards and recognition initiatives and an integrated recruitment strategy.

The mid-term priorities include the development of computer based financial training, an orientation program, tuition and membership fee assistance, job rotations and a career resource centre.

Priorities currently identified for the long term include a branding strategy, mid-career secondments, mentoring, compensation, classification and the identification of career paths for members of this community.

HR PLAN FOR I & IT

The HR strategies that support I&IT professionals have been focused on creating one I&IT organization across the OPS and on creating a challenging, dynamic work environment where skilled and talented I&IT professionals want to work.

The HR Plan for this community is based on research, which highlights the major factors that help retain and attract I&IT professionals and on discussion with members of the I & IT community. It has made significant progress over the past three years. Key accomplishments in this period include:

• creation of seven I&IT clusters and three corporate I&IT organizations and
  
• associated compensation and classification work
  
• recruitment of 140 senior I&IT executives
  
• establishment of a baseline measure of the presence of critical retention/attraction factors
  
• change management tools and supports for managers to maintain and enhance an attractive I&IT culture
  
• learning and development strategy
  
• succession planning, including the identification and engagement of high potential candidates for leadership/management development
  
• leadership development focusing on valued competencies
  
• communication and stakeholder education

Future activities to build capacity and manage change in the I & IT organization
across the OPS will include:

• Innovative Recruitment and Retention Strategies with a focus on specific competencies and target groups (ie. Youth, architects)
  
• competency profile development for key roles in the I & IT organization to be used as a basis for recruitment, retention, learning and development and succession planning
  
• organization design/support for the implementation of new service delivery models resulting from common infrastructure and ministry business initiatives
  
• leadership development focusing on key behavioral competency development
  
• communications and stakeholder education strategies including the further development of communities of interest and quarterly rollout of key status information
  
• Learning and Development through providing access to a menu of targeted learning programs
  
• change management tools and supports for managers as we re-survey employees to track progress made

HR PLAN FOR THE HR COMMUNITY

The HR Plan for the HR community has a dual focus and concentrates on both HR Professionals and HR Directors. The plan will support and develop the OPS HR community to enable them to embrace the new HR strategic directions and have the capability to meet the associated accountabilities and functions. The short-term deliverables for this plan are the determination of the required behavioural and technical competencies for each population and subsequently a design for supporting development curricula.

HR PLAN FOR POLICY PROFESSIONALS

Recognizing the growing importance of strong policy capacity, the OPS has undertaken a capacity building exercise that will ensure policy professionals will have the skills tools and resources to effectively respond to the policy changes of the future. Policy innovation and leadership is intended to profile and share policy expertise, both within and outside of the OPS. A key element of this mandate is the development of communities of practice among policy professionals. For example, a community of practice for OPS policy managers and directors has been established to provide an informal forum to discuss and share experiences, knowledge and perspectives on managing policy issues.

Another community of practice is the Policy Network, which was established to ensure policy professionals in the OPS are always aware of the latest learning opportunities, tools and resources. One of the tools that this policy network will have access to is the Good Policy Practices Inventory, an electronic meeting place where policy professionals can learn from the collective expertise of the OPS policy community. Finally, Policy Innovation and Leadership coordinates the ADM’s Forum, a community of practice that meets monthly to discuss crosscutting policy issues. These communities of practice, along with an intranet site that profiles tools, learning opportunities and resources will help achieve the vision of the OPS as a leader in public policy best practices by 2005.

HR PLAN FOR INTERNAL AUDIT

The Internal Audit Division (IAD) of MBS has published its three-year strategic plan. A key component of the strategic plan speaks to attracting and retaining the right people. In the short term the attention will be to update the Division’s competency framework, first developed three years ago, and to promote the use of the Divisions Learning Syllabus. A number of HR Tools have been developed and need to be maintained.

Projects being planned for the short term include setting up a mechanism to coordinate divisional /cluster development needs. Also planned are mechanisms to learn from each other, preparing managers for their leadership roles, supporting management training by way of acting assignments, rotation of staff through clusters and development opportunities for staff within IAD projects.

Longer-term projects identified by the Division include; cross-cluster training, establishing resource pools within IAD, OPS wide career development program, marketing IAD as an employer of choice and the identify feeder groups.

FREEDOM OF INFORMATION/PRIVACY HR PLAN

The HR Plan for the Freedom of Information/Privacy community focuses on the need for a well-defined succession plan to maintain continuous service delivery in this statutorily regulated area. An aging FOI/Privacy community and under representation of young people in the program across government calls for aggressive recruitment, training and retention strategies.

In cooperation with ministry coordinators and the office of the Information and Privacy Commissioner, MBS is currently developing competency profiles for the three primary FOI/Privacy jobs.(FOI/Privacy Coordinator, Program Analyst and clerical support). These profiles will be used to develop strategies and best practices to ensure the availability of qualified individuals to fill essential FOI/Privacy vacancies as existing staff retires.

Best Practices will support the implementation of the FOI Guideline that requires adequate FOI staffing and succession planning for essential FOI positions.

HR PLAN FOR INSPECTIONS INVESTIGATIONS AND ENFORCEMENT (II&E) SECRETARIAT

There are approximately 5000 OPS staff in 19 ministries involved in II&E functions. The II&E Secretariat has been leading the exploration of the use of tools and compliance remedies that will bring more consistency across the compliance community in order to better protect public interest. The Secretariat, with the help of Management Board Secretariat and an external consulting firm has developed a "Core Competency Profile" which is being used to finalize the OPS wide II&E Learning Strategy. The Core Competency Profile provides common core competencies for inspections and investigations staff and will be shared with ministries to help them plan, recruit and train compliance monitoring personnel.

A key focus of the HR plan for II&E staff is the Learning Strategy, which will consist of foundation, advanced, and specialized level courses, with an emphasis on self directed learning and professionalism. A code of professionalism has been prepared and is being reviewed by the ministries for future consultations with the II&E staff. A distance learning on-line course on professionalism has been prepared with the help of University of Guelph and will be tested later in 2002. Agencies and governments outside of OPS have shown a great interest in the work of the Secretariat, especially this Learning Strategy.

Appendix B:

1.0 ONTARIO PUBLIC SERVICE VALUES STATEMENT

Members of the OPS are committed to upholding the highest level of service quality and public trust.

We are open and honest in our behaviour, creative and responsive to change, and committed to continuous self-improvement and integrity. We will demonstrate these values within the context of a professional and accountable public service.

We are fair, consistent and committed to effective relations with the general public, clients, customers, other staff within and across ministries, and with elected officials.
In our relationships with our partners and agents, we are clear about expectations and criteria for success.

Within the structures and processes of government, we will continue to exercise fiscal prudence; we value training and organizational learning; and we are committed to consistency and fairness in our treatment of colleagues and staff.

Under the terms of the Public Service Act and through an oath of allegiance and secrecy, public servants in Ontario are responsible to the public through the elected government and Ministers of the Crown.

Appendix B:

2.0 CIVIL SERVICE COMMISSION MANDATE, RESPONSIBILITIES AND AUTHORITY, MEMBERSHIP
2.1 CSC Mandate

2.2 CSC Responsibilities and Authority

Since the delegation of its human resource management functions to the Management Board Secretariat, the CSC continues to operate as a tribunal. The tribunal carries out the drafting of regulations and has adjudicative powers which, in law, cannot be delegated.

More specifically, the responsibilities of the Commission are to:

• recommend regulations relating to a wide range of human resource management issues affecting salaries, classifications, recruitment, benefits and hours of work, subject to the approval of the Lieutenant Governor in Council;
  
• approve appointments, overage appointments, and assignments;
  
• considering a wide variety of staffing and recruitment actions, including salaries for individuals and appointments at the SMG 3 level. (Note: authority for recruitment below the SMG 3 level has been delegated to ministries.)

Some of the administrative matters, which regularly appear on the Commission’s agendas, include recommendation of regulations regarding the establishment of classifications and compensation for non bargaining unit staff, approval of senior appointments and contracts, and waivers of competition.

The Commission also acts as the Board of Trustees to the Ontario Government Employees’ Charity Trust.

The CSC carries out its mandate in cooperation with MBS and the Executive Development Committee (EDC). MBS provides policy advice and administrative support to Management Board of Cabinet. MBS also supports the government as an employer. For example, it establishes policies for managing the government’s human resources, based on the regulations administered by the Civil Service Commission.

2.3 CSC Membership 2001-2002

Chair, CSC

Kathryn Bouey
Chair
Civil Service Commission
12th Floor, Ferguson Block
77 Wellesley Street West
Toronto, Ontario M7A 1N3........327-3805

Vice-Chair, CSC

Linda Stevens
Deputy Minister and
Associate Secretary of Cabinet, Centre for Leadership
Room 5320, 5th Floor, Whitney Block
99 Wellesley Street West
Toronto, Ontario M7A 1A1........325-1607
Secretary to the Morag McLean
Commission Vice President, Executive Services
Centre for Leadership
Room 5320, Whitney Block
99 Wellesley Street West
Toronto, Ontario M7A 1N3.......325-1777

Commissioners

Cameron Clark
Deputy Minister
Ministry of Northern Development and Mines
Room 5630, 5th Floor, Whitney Block
99 Wellesley Street West
Toronto, Ontario M7A 1W3........327-0647

Jill Hutcheon
Deputy Minister
Ministry of Labour
14th Floor
400 University Avenue
Toronto, Ontario M7A 1T7 YY.326-7577

Andromache Karakatsanis
Secretary of the Cabinet
Room 6420, 6th Floor, Whitney Block
99 Wellesley Street West
Toronto, Ontario M7A 1A1........325-7641

Virginia West
Deputy Minister of Public Safety and Policing Services
Ministry of Public Safety and Security
11th Floor
25 Grosvenor Street
Toronto, Ontario M7A 1Y6........326-5060

Morris Zbar
Deputy Minister of Correctional Services
Ministry of Public Safety and Security
11th Floor
25 Grosvenor Street

Kevin Costante
Deputy Minister
Ministry of Training, Colleges and Universities
3rd Floor, Mowat Block
900 Bay Street
Toronto, Ontario M7A 1L2……..325-4782

APPENDIX C:

1.0 ONTARIO PUBLIC SERVICE STATISTICS 2001-2002

OPS Staff Strength, Classified Service, includes Ontario Provincial Police and Security Guards. For the Unclassified Service, Minister's Staff are also included. Provincial Auditor, Ombudsman, Legislative Assembly, Chief Election Officer, Ontario Lottery Corporation and Workers' Compensation Appeals Tribunal staff are excluded from OPS Staff Strength.

Annual Reports prior to the fiscal year, 1991-1992, contained head counts of OPS employees. A part-time employee was reported as one employee regardless of hours worked. Since the 1991-1992 report, hours worked by part-time employees have been converted to full-time equivalents and reported as such. Head counts are used to count full-time employees.

Employees receiving Long Term Income Protection are excluded from the Staff Strength statistics but are included in all the other tables in this report. The number of employees on Long Term Income Protection as of February 28, 2002 was 2,467.

Unclassified staff consists of full-time and part-time OPS unclassified service, Minister=s staff.

* March 2002 figures are not available due to the OPSEU strike during the spring of 2002.

* This number includes 2,467 employees receiving Long Term Income Protection.