| Goal |
Objectives |
Strategies |
Outcomes/Indicators |
| Proactive and Visionary
Leadership |
• Develop clarity of
mandate and purpose across the ministry and the role of the
ministry in the sector
• Improve leadership capacity throughout the ministry
and authorities
|
• Leadership development at
all levels
• Collaboration with PSERC on the new Corporate HR Plan and
Public Service Renewal initiative — redevelopment
of the MCFD Renewal Project and Charter
• Succession planning that emphasizes leadership and renewal
• Implementation of effective communication strategies
|
• A workforce committed to
healthy communities and responsible families living in safe,
caring and inclusive communities
• Strong leadership throughout the ministry
• Competent leadership capacity in the broader social service
sector
|
| Performance Focussed Workforce |
• Develop a workforce in the
ministry that is focussed on service improvement
• Encourage responsible stewardship over public resources
|
• High-profile and active employee
recognition
• Integration of individual performance management, education
and training with organizational performance management
— development and use of written performance expectations
for executive members and senior management positions after
devolution of majority of employees out of ministry
|
• Performance reports and career
plans are developed and linked to educational and succession
plans
• Clear performance expectations in place
• Education opportunities to support transition to authorities
|
| Flexible and Motivating
Work Environment |
• Develop work environments
that inspire passion, performance and pride in making a difference
• Develop work environments that promote a healthy balance
between personal and professional lives
|
• High-profile employee recognition
• Organizational design
• Succession planning
• Empowerment of employees to use professional judgment,
be creative and take informed risks
|
• Integration of organizational
design, public service renewal, employee development and succession
planning activities
• Transfer of employees to new Human Resources Agency
|
| Learning and Innovative
Organization |
• Cultivate an environment
of continuous improvement and innovation
• Develop a workforce that is flexible, resilient, motivated
and competent
• Inspire and develop leadership at all levels
|
• Develop recruitment and temporary
assignment strategies through transition
• Succession planning
• Employee development and education — Largest uptake
of any ministry for use of Employee Learning Services
• Employee career planning — Implementation of the
PSERC and MCFD partnered Mentor and Protégé Program; Retiree
Mentor Program
• Open and transparent two-way communication
• Create shared learning/research opportunities for ministry
and authorities
|
• An organization that is committed
to continuous learning and improvement
• Employees who are empowered and take on new challenges
|
| Principled Employee-Employer
Relations |
• Inspire shared responsibility
for flexible and motivating work environments
• Develop a relationship of trustworthiness and mutual respect
• Minimize the impacts of workforce reductions on individual
employees
|
• Effective consultation with
employees about issues that affect them
• Ensure compliance with collective agreements during Workforce
Adjustment, devolution to community governance and consolidation
of corporate infrastructure across government.
• Ensure that human resource reductions are managed according
to the principles of Workforce Adjustment — Continuing
ministry focus on the use of voluntary (ERIP/VDP) programs
to meet Workforce Adjustment needs
|
• Smooth transitions to smaller
workforce, community governance and consolidation / shared
services |
