ARCHIVED - List of Improvements Implemented by the Current Correctional Investigator

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Presented below are the key initiatives adopted by the current Correctional Investigator since his appointment to strengthen governance, financial management and accountability, human resources management, and performance measurement and reporting.

Governance

  • Engaged the services of management consultants to advise and assist on the implementation of financial and human resources activities
  • Adopted a formal Governance Structure
  • Created an Internal Audit Committee
  • Adopted the Treasury Board Secretariat Values and Ethics Code for the Public Service as the Code of Conduct for the Office of the Correctional Investigator

Financial Management and Accountability

  • Formally designated a Senior Financial Officer (SFO)
  • Developed and implemented new Operations & Maintenance (O&M) expenditure control system, inclusive of the training in the System applications and Products in Data Processing (SAP) required by employees
  • Assumed responsibility for the Salary Management System (SMS) and ensured all employees received appropriate training from the Comptrollership of Public Safety and Emergency Preparedness Canada (PSEPC)
  • Established the practice of Correctional Investigator and Executive Director approving each other's leave forms. In addition, the OCI SFO approves leave forms of the Correctional Investigator and Executive Director
  • Established practice of Correctional Investigator and Executive Director approving each other's advances for hospitality, requests to attend a conference, travel and hospitality expense claims
  • Established practice of having the Coordinator of Corporate Services or the Chief, Administrative Services electronically approve all expense claims for payment, inclusive of those filed by the Correctional Investigator and Executive Director
  • Complied with Treasury Board Secretariat (TBS) Informal Disclosure directives with regard to Senior Management Travel, Hospitality Expenditures and Reclassification
  • Closely and successfully cooperated with Treasury Board Secretariat (TBS) officials and consultants in the Management Accountability Framework (MAF) exercise
  • Directed the creation of an ATIP request tracking system and retained the services of an expert consultant to manage ATIP processing; resulting in the elimination of request backlogs and complaints from the Offices of the Privacy and Information Commissioners

Human Resources Management

  • Implemented new Public Service Employment Act, inclusive of information sessions for employees. A Staffing Management Accountability Framework (SMAF) was developed and implemented.
  • Ensured all employees with delegated authority in the area of Human Resources Management (HRM) completed the training prescribed by the Public Service Human Resources Management Agency (PSHRMAC)
  • Ensured Senior Managers received training on Values in Staffing, Informal Conflict Management, Leadership and Managing Public funds
  • Established the practice of a formal performance appraisal for the position of Executive Director
  • Retained a firm of experts consultants to evaluate human resources requirements and provide advice on optimizing the integration of human and financial resources with operations and corporate priorities
  • Developed and implemented a Corporate Human Resources Plan
  • Cooperated with Commissioner of Official Languages to ensure compliance with linguistic profile requirements
  • he OCI and PSEPC are in the final stage of negotiating an MOU that will outline each organization's role and responsibilities, as well as the Finance, HR, IM/IT and Security services to be provided
  • Implemented an Informal Conflict Management System (ICMS) in conjunction with Justice Canada
  • Created a Workplace and Safety Committee co-chaired by one representative from management and another from the group of non-management employees

Performance Measurement and Reporting

  • Revised Integrated Planning Framework and Performance Measurement Strategy to align with Treasury Board's Program Activity Architecture (PAA) requirements
  • Completed major revision of the OCI Data and Tracking Information System (DATIS) to reflect changes in internal business processes and increase accuracy and completeness in performance measurement and reporting
  • Undertook review of Information Management practices to improve access for decision making and reporting to central agencies