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2003/04 – 2005/06 SERVICE
PLAN
Ministry of Public Safety and Solicitor General |
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Summary of Related Planning Processes
Information Resource Management Plan
Executive Summary
The ministry has delivered on its previous Information Resource
Management Plan (IRMP). The Ministry of Public Safety and Solicitor
General (PSSG) upgraded all of its technology infrastructure, including
replacing all desktop computers and mission critical application
servers, and migrating its users to a common government email system.
The ministry increased integration between the province’s Corrections
system (CORNET) and the Ministry of Attorney General’s (AG) criminal
justice system (JUSTIN) through initiatives such as a new lockup
management system for Vancouver Jail and a new system to manage
the transfer of inmates to and from correctional facilities and
courthouses. The ministry delivered on its electronic government
vision to streamline government-to-business services by building
a new liquor control and licensing application, and an integrated
film classification, private investigator and gaming licensing application
(FIGARO).
Fiscal 2003/2004 will bring significant opportunities and challenges,
particularly in the area of Information Management/Information Technology
(IM/IT). Having recently upgraded its IT infrastructure, the ministry
is well positioned to be part of government’s new initiatives on
shared IT services. The ministry is enhancing several applications
such as a new Corrections system (CORNET2) and Phase 2 of both the
liquor control and licensing application and FIGARO.
The ministry continues to align IT/IM projects with its respective
service plans. For several years, the ministry has had a joint AG/PSSG
steering committee called the Administration and Technology Committee
(ATC). ATC membership consists of a senior manager or designate
from each major business area of the ministry. All IT/IM projects
must be sponsored and approved by the ATC. Through ATC, the ministry
is adopting a project portfolio management methodology. This methodology
will ensure that not only are IT/IM initiatives aligned with business,
but that development projects continue to be delivered in the most
efficient manner, maximizing value and results.
Risk will be further mitigated by ensuring that all projects adhere
to core government IT/IM strategies and standards. Using the latest
security strategies, the ministry will continue to protect the privacy
of information it maintains while enabling the exchange of information
within the justice sector.
See the attached Table A. IM/IT Service Plan Objectives, and Table
B. Information Management Directions and Major Projects.
TABLE A: IM/IT Service Plan Objectives by Core Business Area
| Business Objective |
IM/IT Strategy |
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CORRECTIONS
Enforce court orders efficiently and effectively; manage
offenders based on risk to re-offend and reduce the risk to
re-offend.
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Improve the branch’s offender
tracking system (CORNET2) by upgrading to current technology
standards, improving the JUSTIN interface, enhancing functionality,
and integrating with the offender historical records system.
Implement a staff shift scheduling system to achieve staffing
efficiencies. |
POLICING AND COMMUNITY SAFETY
Enhance effectiveness and accountability of police agencies
and ensure they are properly resourced; make communities and
schools safer; protect children; enhance public safety and confidence
in the private security industry; maintain effective awareness,
preparedness, and responses and recovery programs from disasters;
enhance the delivery of victim services programs. |
Build a new Canadian Police
Information Centre system (CPIC) interface in B.C.; build an
interface into JUSTIN to support the police sector in their
project to build Prime BC; develop a new financial claims and
tracking system for disasters; and develop and implement a new
crime victim assistance system. Enhance FIGARO to allow electronic
service delivery for licensing and regulation of private investigators,
security businesses and employees. |
COMPLIANCE AND CONSUMER
SERVICES
Ensure public interests are protected while promoting fairness
in marketplace; create an efficient landlord-tenant dispute
resolution system; improve driver safety and commercial transport
industry compliance. |
Develop and implement a new
system to manage arbitration, correspondence, enquiries and
scheduling of hearings in the Residential Tenancy Offices and
implement and enhance the film classification portion of FIGARO
for electronic service delivery to business and public. |
GAMING POLICY AND ENFORCEMENT
Ensure gaming is well-regulated and illegal activity is addressed
while establishing a coordinated approach to support community
organizations’ funding requirements; improve public and stakeholder
awareness and increase satisfaction with government’s management
of gaming. |
Maintain and enhance the gaming
policy, registration, licensing, audit, and investigation portion
of FIGARO; develop a horse racing component for the FIGARO application;
continue to maintain and enhance the gaming licensing system
to maintain efficiencies and develop a web-based application
for managing small gaming licenses to the public. |
LIQUOR CONTROL AND LICENSING
Increase licensee compliance and ensure new liquor licensing
decisions are effectively reviewed by local government; reduce
unnecessary regulations. |
Expand the new liquor control
and licensing system to include handheld data devices for inspections
and electronic service delivery for business and the public. |
TABLE B: Information Management Directions for Fiscal 2003/2004
| Direction |
Strategy |
| IM/IT Alignment with Service
Plan |
ATC approval and sponsorship
of all capital projects to ensure alignment with Service Plan
and financial accountability. |
| Project Portfolio Management |
Formal project management approach
on all projects to minimize risk, ensure value and achieve more
project successes. |
| Electronic Service Delivery |
Efficient and effective delivery
of services via the Web to citizens and business partners ensuring
improved productivity and sharing of information electronically.
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| Corporate and Integrated Justice
Data Standards |
Identify corporate data used
across the ministry for purposes of creating greater consistency
in sharing information with other areas of government and integrated
justice business partners. |
| Security and Privacy |
Develop policy and procedures
to ensure sensitive justice information is protected. Promote
good privacy practices in information sharing with business
partners and government. |
| Shared Services |
Utilize shared government services
to maximize IT investment value and service delivery. |
| Business Intelligence |
Develop a set of reporting
tools to evaluate program performance against Service Plan and
provide improved data for planning. |
Major Projects
| Project |
Description |
| Film, Investigators & Gaming
Audit Regulatory System (FIGARO) — Phase 2 — Target
March 2004 |
FIGARO Phase 2 will include
refinements to create additional government-to-business opportunities
such as electronic forms for on-line license registration. |
| Liquor Control and Licensing
System Phase 2 — Target March 2004 |
POSSE Phase 2 will increase
functionality to the current system and contemplate additional
government-to-business opportunities through electronic services. |
| CORNET2 (Corrections) —
Target March 2004 |
CORNET (Corrections Network)
is a mission-critical application used by the Corrections Branch
and the Ministry of Children and Family Development to track
information relating to the supervision of offenders in custody
and in the community. CORNET2 is required to enhance functionality
as required to meet the changing business needs of the branch
and to replace aging technology. |
Human Resource Management Plan
The following Human Resource Management Plan (HRMP) has been compiled
to support the overall Service Plan. The HRMP will be realigned
on an on-going basis to ensure the Plan continues to reflect the
needs of staff, overall government strategic goals and the Corporate
HRMP.
Underlying Fundamentals
As the role of government is redefined, staff and management require
regular, meaningful communication from senior levels. At the same
time, branches and staff need to share information more frequently.
Leadership is required to support all staff, especially middle
management, through new initiatives and changes that arise from
public service renewal, restructuring, workforce adjustment, fiscal
restraint, and shifting corporate demands.
Executive must demonstrate commitment to managing our human resources
as we develop new ways of doing business and begin to operationalize
such initiatives as deregulation and consolidation.
Management needs to be proactive and innovative in dealing with
change.
As the work changes, many jobs, roles, and responsibilities are
becoming increasingly complex and demanding. The organization must
ensure that appropriate leadership, support and training are identified
in the HRMP.
Increased volumes of work, new ways of doing business and changing
corporate demands are creating greater pressure on employees.
Staff look to senior management for resolution of this issue.
Many factors contribute to a decrease in employee morale, including
workforce adjustment, budget cuts, increasing work demands and the
extent and frequency of change.
Outstanding performance needs to be recognized and rewarded. The
recognition program could be linked to the performance management
process. Annual performance reviews are integral to supporting and
recognizing staff.
Employee wellness programs also need to be promoted.
Strong leadership at senior management levels will contribute to
improved morale.
Principles for the Development and Implementation of the HRMP
- Demonstrated senior management commitment and support of the
HRMP at the ministry and branch levels;
- Branch and work unit autonomy to manage their own HRMP implementation
processes to fit respective cultures and operating models; and,
- HRMP is developed and adopted by participants.
The Plan — Goals, Objectives, and Strategies
| Goal:
Effective People Strategy |
Objective:
The impacts on human resources resulting from Core Review
and budget reductions are effectively and sensitively managed.
Ensure an orderly transition from the existing organization
structure while supporting staff affected by the changes.
Branches maintain a succession plan and monitor recruitment
and retention relative to succession requirements.
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Strategy:
Evaluate the change model and practices that were developed
for implementation during the first round of workforce adjustment
and implement recommendations for change where appropriate.
Utilize leadership and management development initiatives
to increase capacity, develop recruitment strategies for identified
groups, and monitor opportunities for staff development.
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| Goal:
Proactive and Visionary Leadership |
Objective:
Skilled managers and supervisors are capable of achieving ministry
and business goals. |
Strategy:
Participate in the Corporate Executive and Management Development
Program, ensuring this involvement contributes to the achievement
of the ministry’s succession requirements. |
| Goal:
Performance Focused Workforce |
Objective:
Employee performance management is linked to succession
planning and training plans that support the achievement of
ministry goals. |
Strategy:
Establish a performance management program that includes
competency assessment and identification of individual career
development and learning plans. |
| Goal:
Flexible and Motivating Work Environment |
Objective:
Individuals and work teams are recognized and rewarded.
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Strategy:
Effectively utilize corporate and ministry recognition and
reward programs, both formal and informal. |
| Goal:
Learning and Innovative Organization |
Objective:
Staff are supported in their professional development and the
ministry promotes a learning culture. |
Strategy:
Establish individual learning plans as part of the Employee
Planning and Development Plan.
Utilize corporate learning initiatives effectively.
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| Goal:
Progressive Employee/Employer Relations |
Objective:
Indicators of good organizational health are monitored and,
where issues are identified, they are addressed as appropriate.
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Strategy:
Executive Committee will monitor the health of the organization
through review of reports on such indicators as attendance,
turnover, vacancies, long-term temporary appointments, Short
Term Illness and Injury Program and Long Term Disability utilization,
Workers’ Compensation Board claims, Occupational Safety and
Health Program reporting, grievances and recognition. |
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