2014-2015 Part III - Departmental Performance Report (DPR)
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Additional Details on PCO's Performance and Achievements in 2014-15 Internal Services
Having successfully met the new government-wide standard for common HR business processes in the previous year, PCO continued to pursue additional opportunities for improvement. PCO developed a three-year action plan for 2014-15 and the next two fiscal years which included initiatives to improve access by clients to information for effective decision making, to clearly delineate roles and reduce risks, and to automate current activities to expedite processing of transactions and provision of internal services.
PCO’s existing performance management approach, which met the requirements of the Directive on Performance Management, was enhanced by the creation of a panel to review cases of performance that surpass expectations, and of performance that does not meet expectations. The Review Panel also deliberated the components of the performance management program for consistency in application and assessed opportunities for improvement as an organization. Also in 2014-15, PCO launched the Public Service Performance Management application and provided supporting resources and training to employees and supervisors.
In June 2014, the new PCO Orientation Program was launched. It consisted of online guides and checklists for managers, and involved employees as Orientation Ambassadors to ensure the quick and smooth integration of new PCO employees. A major component of the program is the online, self-directed “PCO Orientation BCP” intranet site, which features a series of quick reference cards on must-know subjects, an interactive organizational chart and other pertinent resources. As well, starting in October 2014, PCO has held a quarterly “Meet and Greet” Orientation Session for new employees, where they can engage with a panel of senior managers and network with new colleagues.
Between August and October 2014, the Public Service Employee Survey was sent to federal employees. At PCO, the participation rate was 79.2%. Based on the results received, three areas were identified on which to focus efforts: wellness; training and development; and, harassment prevention.
In support of the Consolidation of Pay Services and Pay Modernization projects, PCO continued on schedule with the phased transfer of employee accounts to the Public Service Pay Centre. At the close of 2014-15, approximately 40 per cent of PCO employees were receiving pay services from Public Works and Government Services Canada (PWGSC) in Miramichi, New Brunswick.
Preparation for pay modernization that commenced in the previous year and comprised moving to an automated system that processes compensation entitlements and issues salary and benefits payments to government employees, including those at PCO (e.g., Systems Applications and Products , known as SAP, and PeopleSoft), continued in 2014-15. Preparatory work completed in 2014-15 included testing electronic connectivity for transmission of data, identifying training needs and reconciling information between two databases.
Information Management and Technology
PCO extended the department’s recordkeeping software, Records, Documents and Information Management System (RDIMS) and completed the identification of information resources of business value, a key requirement of the government-wide Directive on Recordkeeping. In addition, PCO implemented a strategy to comply with the Government of Canada Standard on Email Management. This included proactive email management training and increased awareness of information management so that employees are able to identify emails of business value and ensure that they are managed within PCO’s electronic document repository. As a result, PCO will be ready for its transition to the new Government of Canada email standard. The Email Transformation Initiative ensured that the organization is well-positioned for managing business value email.
Recordkeeping transformation progressed in 2014-15. Highlights include a thorough quality assurance review of the 2013-14 Digitization Strategy results, digitization of additional record collections, and the design of a process to incorporate digitization into the core PCO business function of providing advice to the Prime Minister, which will be piloted in 2015-16.
PCO modernized the desktop environment for all of its employees, upgrading its legacy operating system to the Treasury Board of Canada Secretariat’s Windows 7 desktop standard on over 2,400 workstations. This change has enhanced efficiency and business processes on an ongoing basis by increasing the speed, reliability and effectiveness of PCO’s operating systems. It has also enabled the department to improve its alignment with the Government of Canada’s IT transformation agenda. This involved the review of 300 applications, including 56 business- critical applications.
PCO integrated its existing secure network to the Interim Government of Canada Secure Infrastructure, improving the department’s security posture and facilitating secure email connectivity with several departments. PCO continued its work to modernize its highly secured services, which further augmented security and improved underlying services.
In addition, PCO implemented a number of projects to use new technology to enhance specific business processes. During the year, tablets were acquired and successfully used to support the meetings of the Committee of Senior Officials. Given the success of the project, PCO has committed to using this technology to streamline the appointments process, by replacing printed material for selection boards for Governor-in-Council appointees. Also, software systems were updated and adopted to enhance the electronic review and approval of documents for Cabinet confidences by eliminating the printing, manual annotation and transport of thousands of pages of documents. Finally, first developed in 2013-14, additional work was done to improve the Machinery Event Management System (MEMS) database which provides a comprehensive history of the organization of government since Confederation. The MEMS’ user interface and reporting functions were enhanced as well as enabling functions for research, and for access by the Treasury Board of Canada Secretariat.
Access to Information and Privacy
Lean methodology business process improvements continued through such measures as: establishing a tasking officer role to perform intake, initiating record searches and liaising with requesters, thereby increasing client service efficiency; enhancing support to the public with the secured release of records on compact disc; and regularly reviewing workload and identifying priorities.
In 2014-15, PCO developed its plan to fully implement the Government of Canada’s Shared Travel Solution, including training requirements for its users. PCO achieved partial implementation in 2014-15 and completion is planned for the latter part of 2015-16.
In order to increase alignment with government-wide policies and directives and to support continuous improvements, PCO completed a review of its business processes in 2014-15. In this regard, work continues between the financial team and the human resource team on the implementation of the Pay Modernization initiative.
Administration and Accommodation
The retrofitting of the Blackburn Building to Workplace 2.0 standards commenced in 2014-15. Consultations with other departments and attention to design ensured that space was fully utilized, and resulted in the successful (on time, on budget) completion of the first phase by fiscal year end.
Security and Emergency Management
In 2014-15, the security and emergency management team at PCO fulfilled the critical responsibility of ensuring the safety of employees in the workplace during the October 22, 2014, attack on Parliament Hill and coordinating the safe evacuation of employees.
Following this crisis, PCO undertook an after-action review of the department’s response to the attack. Based on the results, PCO identified and implemented a number of recommendations in order to strengthen the department’s emergency management and response posture for the future. PCO progressed on such efforts as identifying an RCMP liaison for the departmental security communities within the Government of Canada, including PCO. In addition, PCO delivered a baseline security curriculum to meet the requirement for security awareness as identified in the new Standard on Security Screening.
PCO addressed other security and emergency priorities, completing close to 100% of its Level 1 Business Continuity Plans and establishing risk treatment procedures. Notably, information management practices for Cabinet Confidences were improved.
Please Note: The above examples of PCO’s performance and achievements during the 2014-15 fiscal year are meant to be read in conjunction with the department’s 2014-15 Departmental Performance Report.
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