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CANADA PUBLIC SERVICE AGENCY

THE LEADERSHIP NETWORK

EXECUTIVE CLASSIFICATION MONITORING REPORT

CORRECTIONAL SERVICE OF CANADA

July 1, 2007

EXECUTIVE CLASSIFICATION MONITORING REPORT CORRECTIONAL SERVICE OF CANADA

TABLE OF CONTENTS Page EXECUTIVE SUMMARY………………………………………………. 1 BACKGROUND………………………………………………………….. 3 OBJECTIVE……………………………………………………………… 3 METHODOLOGY……………………………………………………….. 3 DEPARTMENTAL CLASSIFICATION OVERVIEW……………….. 4 Organizational Structure and Mandate…………………………………….. 4 Size and Organization……………………………………………………… 4 Geographic Location of Positions…………………………………………. 4 Executive Organization and Classification within the Correctional Service of Canada……………………………………………. 5 CRITERIA FOR EFFECTIVE CLASSIFICATION …………………. 5 PROGRAM MANAGEMENT SUMMARY OF OBSERVATIONS……………………………………... 6 Delegated Authorities……………………………………………………… 6 Compliance with CPSA policies, standards and Guidelines………………………………………………………………….. 6 Application of the Executive Group Position Evaluation Plan and benchmarks……………………………………………………………..6 Adequacy of Documentation………………………………………………. 7 Best Practices………………………………………………………………. 7 CONCLUSION…………………………………………………………….8 APPENDIX A Position-Specific Review Findings and Recommendations APPENDIX B CSC’s Action Plan and Response to the Monitoring Report APPENDIX C CSC’s Action Plan with Deliverables in Response to Position-Specific Review Findings and Recommendations

EXECUTIVE SUMMARY Background To oversee the health and continued improvement of the job classification system, the Canada Public Service Agency (CPSA) has introduced a multi-year classification monitoring initiative to review the executive (EX) classification program in selected departments and agencies within the Public Service core administration. As part of this initiative, The Leadership Network (TLN) monitored the quality of the EX classification program at the Correctional Service of Canada (CSC). Objective The objective of this monitoring review is to assess the overall quality of the EX classification program and the application of the EX Classification Standard at CSC. Summary of Observations A sample of forty (40) positions was reviewed, representing 28% of CSC’s delegated EX positions. The position-specific findings and recommendations are listed in Appendix A. TLN found that CSC had a number of good practices in place to administer it’s delegated EX classification program. For example:

• The Deputy Head (Commissioner of Corrections) had personally approved all classification actions for EX-01 to EX-03 positions, in accordance with the Policy on Organizational Authority and Classification of Executive Group Positions,

• CSC applied CPSA policies, standards and guidelines in the management and delivery of its executive classification program, and

• The departmental Corporate Organization and Classification unit had developed guidelines to support the delivery of the classification program.

TLN also found issues that need to be addressed. These include:

• The absence of required classification documents in some position files,

• Technical errors in the application of the Executive Group Classification Standard in the assessment of some instances, and

• Some inconsistencies between the documentation on file and the authorized position level.

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Conclusion CSC has already taken steps to address the issues identified in the monitoring report. The department developed a detailed Action Plan, which was accepted by TLN. The Action Plan is included in Appendix B and C.

TLN is available to support and provide advisory and interpretative services to CSC as they undertake the agreed upon actions, deliverables and timeframes.

TLN will subsequently conduct a follow-up review one year after CSC receives this Classification Monitoring Report, to ensure appropriate action has been taken to address the findings and recommendations.

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BACKGROUND The integrity of the classification program is a top priority for the Canada Public Service Agency (CPSA). This is due to the underpinning role classifications play in human resources management and compensation programs across the Public Service and for the associated annual government expenditures of over $13 billion1. In order to oversee the health and continued improvement of the classification system across the public service, CPSA has introduced a classification monitoring initiative to review the executive classification programs in selected departments. The Correctional Service of Canada (CSC) was selected as part of this multi-year classification monitoring initiative. OBJECTIVE

The objective of this monitoring review is to assess the Deputy Head’s exercise of delegated authority for organization and classification to ensure consistency and equitability of organization principles and the application of the Executive Group Position Evaluation Plan and benchmarks. METHODOLOGY The Classification Monitoring Review of the CSC comprises an assessment of the general management of the departmental classification program, based on the department’s organization and classification policies, directives, and practices; executive position classification files, and, as appropriate, other documents. The assessment of these practices and documents provides an indication of:

The degree of compliance with CPSA policies, standards and guidelines; The overall adequacy of documentation and information on file; and A general overview of departmental human resources management practices.

Qualitative data on the overview of the management of the classification program and on specific cases requiring clarification and discussion was collected from interviews and consultations with senior management. Quantitative information was gathered through the analysis of the department’s classification files by a classification consultant experienced in the application of the Executive Group Position Evaluation Plan and the related benchmark position descriptions. CSC had 140 Executive (EX) positions at the time of the classification monitoring review. A sampling method was used to give an overall indication of the consistency of the application of the Executive Group Position Evaluation Plan and the executive group benchmarks. Forty (40) EX position files were selected to be reviewed. 1 This figure is based on the Treasury Board Secretariat’s Payroll and Monetary Benefits statistics for the Core Public Administration for fiscal year 2004-2005.

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The monitoring review provides:

An assessment of the quality of the delegated organization and classification decisions made by the Deputy Head (Commissioner of Corrections); recommendations to improve the overall management of the executive

classification program; and Identification of “best practices” and assessment of their suitability for

promulgation across the Public Service. DEPARTMENTAL CLASSIFICATION OVERVIEW Organization Structure and Mandate

The CSC, as part of the criminal justice system, contributes to the protection of society by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control of the offenders.

CSC is headed by the Commissioner of Corrections, who reports to the Minister of Public Safety and Emergency Preparedness. The national headquarters in Ottawa performs overall planning and policy development for the Service, while each of the five regional offices implements CSC activities in facilities within the region.

Size and Organization

CSC operates under three levels of management: National, Regional, and Institutional/District Parole Offices; has approximately 14,500 staff; and operates institutions and community facilities 24 hours a day, 365 days a year.

CSC administers sentences of 2 years or more, prepares inmates for safe and timely release and supervises offenders on conditional release and Long Term Supervision Orders. On any given day, CSC is responsible for approximately 12,400 offenders in federal custody, and for approximately 8,300 offenders serving part of their sentence in the community under supervision. CSC has five regional headquarters and manages 54 penitentiaries, 16 community correctional centers and 71 parole offices, in addition to approximately 200 halfway houses across the country.

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Geographic Location of Positions At the time of the classification monitoring review, CSC had 140 executive (EX) positions, distributed as follows:

64 – National Headquarters 11 – Atlantic Region 18 – Quebec Region 18 – Ontario Region 15 – Prairies Region 14 – British Columbia Region

Executive Organization and Classification within the Correctional Service of Canada At the beginning of the classification monitoring review, an overview of the current delivery of organization and classification services within the department was provided to the monitoring team. At that time, the following information was provided:

Classification services for executive group positions are provided centrally by CSC staff in the Human Resources Management Branch. There were several operational reviews underway (studies of the District Parole

Offices, and an Institutional Review). An Organization Review Committee had recently been established. Internal guidelines were being developed, such as:

o Guidelines on generics, o Guidelines on use of consulting services to develop work descriptions.

CRITERIA FOR EFFECTIVE CLASSIFICATION PROGRAM MANAGEMENT Positions in the executive group are classified in accordance with the following three policy instruments:

• Policy on Organizational Authority and Classification of Executive Group Positions; • Executive Group Position Evaluation Plan, including the executive group

benchmarks; and • Management Category – Position Description Writing Manual. The objectives of the Organizational Authority and Classification of Executive Group Positions Policy are: • To provide deputy heads with the necessary organizational authority to carry our their

responsibilities; • To ensure that the Executive Group Position Evaluation Plan and executive group

benchmarks, are applied equitably and consistently; and

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• To ensure the appropriate use of Senior Assistant Deputy Minister (SADM), Assistant Deputy Minister (ADM), and other Assistant Deputy Head titles.

The key indicators that determine the success of the management of the executive organization and classification program, and have been used in this monitoring review exercise, are: • The Deputy Head’s adherence to the guidance provided in the Policy on

Organizational Authority and Classification of Executive Group positions; • The extent to which classification decisions are made in accordance with the

Executive Group Position Evaluation Plan and the executive group benchmarks; and • The adequacy of executive classification documentation, administrative practices and

processes. SUMMARY OF OBSERVATIONS Interviews were conducted with senior management to gain an overview of the management of the classification program. A sample of 40 positions files was reviewed, which represents 28% of the department’s executive positions. The observations are based on the information collected from interviews, as well as the information gathered through the analysis of the 40 files, and are indicative of the department’s general management of the classification program. Overall, CSC was judged to have made significant progress towards improving the delivery of its executive classification program. There are still some issues to be addressed, as demonstrated by the following findings: Delegated Authorities The classification program is integrated into CSC’s strategic, business and human resources management planning deliberations and activities. The Deputy Head (Commissioner of Corrections) personally approves all classification actions for EX-01 to EX-03 positions in accordance with the policy. Compliance with CPSA policies, standards and guidelines No significant issues were identified. CSC uses CPSA policies, standards and guidelines in the management and delivery of its executive classification program. In addition, the departmental Corporate Organization and Classification unit has developed and/or amended guidelines to support the delivery of the classification program.

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Application of the Executive Group Position Evaluation Plan and Benchmarks The monitoring team identified classification issues with 32% of the decisions reviewed. The types of issues identified ranged from technical rating errors in the application of the Plan, to positions being treated as EX when the documentation indicates that they do not meet the requirements of EX positions. Refer to ‘Appendix A – Position-Specific Review Findings and Recommendations’ for the monitoring team’s findings on specific positions. In addition to the review of specific positions, the monitoring team also assessed the global consistency of ratings. The monitoring team was unable to understand the differences in ratings assigned to the Warden positions across the department, in spite of the differences in the complexity and challenges associated with these positions (i.e. diversity of population, security levels of institutions, size of staff and budgets). As there was no logical progression on the Know-How and Problem Solving rating scales, and some of the Accountability ratings appeared to be inappropriate, the team was unable to conclude that there was consistency and equity in the ratings for these positions. Recommendation: It is recommended that Correctional Service of Canada review the position-specific recommendations (see Appendix A) and develop a plan to address the findings. It is recommended that Correctional Service of Canada undertake a review of the job descriptions and ratings assigned to all the Warden positions to ensure consistency of the assigned evaluations and positions classifications. In view of the fact that this monitoring review is based on a sampling methodology, it is recommended that Correctional Service of Canada assess the types of findings found to determine whether broader corrective action is necessary. Adequacy of Documentation The monitoring team identified documentation issues with 40% of the files. Some of the deficiencies were minor in nature, while some involved the absence of key classification documents. In some cases, the absence of key documents resulted in the monitoring team being unable to determine whether or not the use of the Executive Group Position Evaluation Plan and benchmarks was appropriate. Refer to ‘Appendix A – Position-Specific Review Findings and Recommendations’ for the monitoring team’s findings on specific positions.

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Recommendation: It is recommended that Correctional Service of Canada ensure that all required position documentation is maintained in their position files. Best Practices At the time of the monitoring review (April to June 2005), the Deputy Head (Commissioner of Corrections) had established senior committees to provide support and advice related to human resource management issues. These committees provide the Deputy Head with senior level advice on human resource management issues, and support the achievement of consistency and transparency of organization and classification decisions.

The monitoring team noted that the departmental organization and classification function had been under-resourced for many years. The department has been successful in their efforts to attract additional accredited organization and classification advisers and experienced human resources managers to CSC, as well as to provide in-house training and development to individuals interested in a career in human resources.

The Corporate Organization and Classification unit has developed and/or amended departmental guidelines to support the delivery of the classification program; for example: guidelines on the development and implementation of work descriptions; and a guideline document highlighting important aspects of the CPSA policy and clarifying the submission process and documentation requirements. A greater control on the use of consultants was also exercised and consultants were required to work closely with Corporate Organization and Classification staff. CONCLUSION

CSC has already taken steps to address the issues identified in the monitoring report. For example, the department developed a detailed Action Plan, which was accepted by TLN and has implemented some of the corrective actions identified in their action plan. The Action Plan is included in Appendix B and C. TLN will support and provide advisory and interpretative services to CSC as they undertake the agreed upon actions and deliverables. TLN will subsequently conduct a follow-up review one year after CSC receives this Classification Monitoring Report, to ensure appropriate action had been taken to address the findings and recommendations.

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Appendix A

POSITION-SPECIFIC REVIEW FINDINGS AND RECOMMENDATIONS

Correctional Service of Canada

POSITION

INFORMATION REVIEW FINDINGS REVIEW

RECOMMENDATIONS

Headquarters Positions

EX-02 Position: 027040 Project Manager OMS Renewal

No issue No action required

EX-02 Position: 022102 Director General Strategic Planning & Policy


EX-01 Position: 023183 Exec. Dir. International Corrections & Prison Associations

File documentation incomplete. No signed and dated organization chart.

To be corrected next time position is reviewed.

EX-01 Position: 021549 Director Reintegration Operations



EX-01 Position: 000576 DG Program Evaluation & Review



EX-01 Position: 029203 Director Safety & Security



EX-01 Position: 021190 Director Staffing Training & Development

Position does not appear on current organization chart.

Clarify organizational structure and role of position, and update and evaluate work description making reference to appropriate benchmarks and external relativities.

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POSITION INFORMATION

REVIEW FINDINGS REVIEW RECOMMENDATIONS

EX-01 Position: 027216 Acting DG Health Care Services

Term position expired February 28, 2001

If there is a continuing need for this position, it should be updated and evaluated to reflect the current organization. Otherwise, the position should be abolished.

EX-01 Position: 027220 Executive Officer Citizen Engagement

File documentation not complete. At the time the position was created, the Commissioner signed the TB330 and file was annotated to indicate that supporting documentation would be forthcoming in April 2001.

Required file documentation should be placed on the position file.

EX-02 Position: 000092 Director Reintegration Programs

Reporting relationship has changed since job was last reviewed. Rationale on file does not match rating on TB330.


EX-03 Position: 023824 Assistant Commissioner, Communications and Citizen Engagement

No classification rationale on file, therefore, unable to determine if level is supportable. Note on file dated April 1, 2005 advising work description being revised.

Clarify role of position, and update and evaluate work description making reference to appropriate benchmarks and external relativities.

EX-02 Position: 022294 Director General Audit & Program Accreditation

Accountability rating is inappropriate. Rationale justifies a contributory impact, but assigns primary impact. Suggest F5C 350, or F2P 350. No level impact.


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EX-02 Position: 000640 Director General Organization Design & Resourcing

Problem solving rating is inappropriate. Assigning the same percentage for problem solving to both the supervisor and subordinate positions is not supportable. An adjustment to the problem solving percentage would have no impact on the classification level of the position. In addition, there is an inconsistency between the title on the TB330 and other documentation.


EX-03 Position: 020825 Deputy Commissioner of Women

Technical error in evaluation of Problem Solving. Recommend G4(57%) rather than F4(57%). The selection of G is more appropriate as there is no central agency expertise or guidance, and the position is the departmental expert. Correcting this rating will have no level impact.


EX-01 Position: 000528 Director Inmate Affairs

Position was confirmed in 1998 as not being an EX. No further action was taken.


EX-01 Position: 000171 Director Financial Management

No issue No action required.

EX-01 Position: 030321 Director Modern Management Office

Position last reviewed in 2004. No classification rationale on file. Unable to determine if classification level is appropriate.

Classification rationale should be placed on position file.

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EX-03 Position: 000069 Director General, Offenders Programs and Reintegration

Evaluation is not consistent with the Executive Group Position Evaluation Plan. A one step difference between the Know-How rating of this position and the supervisor is not supportable.


EX-03 Position: 027986 Director General Knowledge Management and Policy Development

Evaluation is not consistent with the Executive Group Position Evaluation Plan, and is not appropriate. The assigned Know-How rating is equal to that of the supervisor’s position, which is not supportable – recommend FIII3 608. The assigned Accountability rating is also not supportable. It is difficult to determine the appropriate Accountability rating, as the Dimensions section of the job description is not complete. It appears that the rating for this position was recommended by the supervisor, which would not provide an objective assessment of the value of the work.


Regional Positions EX-02 Position: 009617 Assistant Deputy Commissioner Prairie Region


EX-02 Position: 012846 Assistant Deputy Commissioner Operations


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EX-02 Position: 002082 Sous Commissaire Adjoint

Work description and rationale were last updated in 1993. No classification decision was issued at that time.


EX-01 Position: 026331 Director Regional Operations (CORCAN)

The selection of the Shared rating for Impact for the Accountability rating is not supportable, based on the file documentation. The rationale addressed the revenues generated, but in order to receive Shared credit, there needs to be a clear understanding of how the joint spending decisions are made.

It is unlikely that an adjustment to the Accountability rating would impact on the level of this position; therefore, this should be corrected the next time the position is reviewed.


Same comments as for Position 026331.

It is unlikely that an adjustment to the Accountability rating would impact on the level of this position; therefore, this should be corrected the next time the position is reviewed.


Evaluation is not consistent with the Executive Group Position Evaluation Plan. The AMI was not applied to the operating budget to measure Accountability. No benchmark references were used in the rationale.


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POSITION

INFORMATION REVIEW FINDINGS REVIEW

RECOMMENDATIONS District Positions

EX-02 Position: 005395 Directeur de District de Montréal

No issues No action required

EX-02 Position: 005578 Directeur de District – EST/OUEST

Documentation issues. Reclassification was retroactive one year, however job description was dated two years after the effective date. TB330 was not signed by Deputy Head.

No classification issues to be addressed. Documentation should be corrected.

Institutional Positions

Although many of the following positions have no issues when assessed individually, their ratings when assessed as a group do not appear to take account of differences between them, such as security levels of the institutions, diversity of population, size and budget of the institutions, etc. The ratings did not seem to reflect a logical progression on the Know-How or Problem Solving rating scales based on the differences between the institutions. The following Warden position files were reviewed. EX-01 Position: 004357 Etablissement Drummond EX-02 Position: 003633 Etablissement Archambault EX-01 Position: 007060 Fernbrook EX-02 Position: 006250 Kingston Penitentiary EX-01 Position: 008241 Beaver Creek Institution EX-02 Position: 083350 Joyceville Institution EX-01 Position: 012797 Grierson Institution EX-02 Position: 011101 Drumheller Institution EX-01 Position: 011564 Grande Cache EX-02 Position: 014036 Kent Institution EX-01 Position: 021818 Ferndale & Elbow Lake

It is recommended that Correctional Service of Canada undertake a review of the job descriptions and ratings assigned to the Warden positions to ensure consistency of the assigned evaluations and position classifications.

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The following Warden position files were reviewed. These two positions were identified as having issues that need to be addressed. EX-01 Position: 002286 Directeur Montée St. François

Last decision on file is for conversion of position from SM to EX. Ratings have been assigned in the position database, but there is no rationale on file to justify the ratings assigned to the position.

Review evaluation assigned to position, making reference to appropriate benchmarks and external relativities.

EX-01 Position: 013034 Warden William Head Institution

No evidence this position has been reviewed since it was converted from SM to EX (1992). Job description was updated (1998), but no rationale or TB330 on file.

Evaluate position, making reference to appropriate benchmarks and external relativities. Appropriate classification documents should be placed on position file.

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Appendix B

CORRECTIONAL SERVICE CANADA

ACTION PLAN

RESPONSE TO THE

EXECUTIVE CLASSIFICATION MONITORING REPORT

March 2007

ORGANIZATIONAL DESIGN AND RESOURCING DIRECTORATE

TABLE OF CONTENTS Page 1. BACKGROUND……………………………………………………………1 2. ISSUES IDENTIFIED AND ACTION PLAN………………….…………. 1

2.1 Application of the Executive Group Evaluation Plan and Benchmarks...1 2.1.1 Recommendations…………………………………………….……… 1 2.2 Adequacy of Documentation……………………………………………3

2.2.1 Recommendations……………………………………………………. 3 3. CONCLUSION…………………………………………………………….. 3 APPENDIX C Action Plan for Position-Specific Review Findings and Recommendations Chart

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1. Background The Canada Public Service Agency of Canada (CPSA) conducted an Executive Classification Monitoring exercise and communicated the findings to Correctional Service Canada in May 2006. In addition to the report findings, an appendix with position-specific review findings and recommendations was provided (Appendix C). In response, the Department has developed an action plan addressing the issues identified in the report findings. The report findings recognize that the Deputy Head, i.e., the Commissioner of Corrections, personally approves all classification actions for EX-01 to EX-03 positions in accordance with the policy. The Department uses CPSA policies, standards and guidelines in the management and delivery of its executive classification program. Since January 2006, the Deputy Head now has the authority to classify, modify the classification, or abolish positions at the EX-1 to EX-5 levels, except actions at the EX-4 and EX-5 levels that will increase the approved total departmental baseline of EX-4 and EX-5 positions or of EX-5 positions. These must be approved by the Treasury Board. In addition, the Deputy Head is required to consult with CPSA prior to approving actions that present precedents or significant shifts in inter-departmental classification relativities.

Overall the Department was judged to have made significant progress towards improving the delivery of its executive classification program. This action plan addresses the outstanding issues. 2. Issues identified and Action Plan 2.1 Application of the Executive Group Evaluation Plan and Benchmarks The report findings indicate that there were classification issues with 32 % of the position files reviewed. The type of issues identified ranged from technical errors in the application of the Plan to the global consistency of ratings for some positions such as the Wardens. 2.1.1 Recommendations a) The Department review the position-specific recommendations and develop a plan to address findings.

Action: The chart with position-specific review findings and recommendations will be reviewed and a solution will be implemented to address the issues identified in each position file. Measurable criteria: • Details on the criteria are available in Appendix C.

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Timelines: • This will be complete by the end of fiscal year 2007- 2008.

b) The Department undertake a review of the job descriptions and ratings assigned to all Warden positions to ensure consistency of the assigned evaluation and positions classifications.

Action: The job descriptions for the Warden positions will be reviewed. Measurable criteria: • Overall review and analysis of the work descriptions and justification. • Steering Committee to develop a realistic and optimal approach to the

development of standardized work description(s). • Although one job description might not be feasible, use of job descriptions

will be considered to find the optimal solution to standardize these positions. • Once finalized, these job descriptions will be reviewed and evaluated by a

Classification Committee. Timelines: • The review and analysis will be completed by Fall 2007. • The development and evaluation of generic job descriptions will be completed

by end of the fiscal year – March 31, 2008. c) The Department assess the types of findings to determine whether broader corrective action is necessary.

Action: Ensure proper training for Organization and Classification Advisors. Measurable criteria: • Development and implementation of procedures for the classification of EX

positions, including documentation requirements. • Development and support of linkages and greater dialogue among the EX

Classification Community and staff from other HR disciplines. Timelines: • The development and implementation of EX classification procedures,

including documentation requirements, will be completed by the end of the fiscal year – March 31, 2007.

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2.2 Adequacy of Documentation The report findings indicated that there were documentation issues with 40 % of the files. Some of the deficiencies were minor in nature while some involved the absence of key classification documents. 2.2.1 Recommendations a) The Department ensure that all required position documentation is maintained in their position files.

Action: Ensure proper procedures are in place and well understood by all Advisors and staff of other disciplines involved with EX positions. Measurable criteria: • Development, implementation and explanation of procedures for the

classification of EX positions, including documentation requirements. • Dissemination of these procedures to staff from other HR disciplines to ensure

consistency when handling EX position files. Timelines: • The Development and implementation of procedures will be completed by the

end of the fiscal year – March 31, 2007. These procedures will be explained to all staff involved in the EX Classification Program. They will continue to be enforced and monitored on a regular basis.

3. Conclusion The integrity of the EX classification program is a priority for the Department. Therefore, the EX Classification Team will ensure that the recommendations identified in the report findings will be implemented and that these issues will continue to be monitored.

Appendix C

ACTION PLAN WITH DELIVERABLES IN RESPONSE TO POSITION-SPECIFIC REVIEW FINDINGS

AND RECOMMENDATIONS

Correctional Service of Canada


REVIEW FINDINGS

REVIEW RECOMMENDATIONS

CSC’s ACTION PLAN / DELIVERABLES

Headquarters Positions

EX-02 Position: 027040 Project Manager OMS Renewal

No issue No action required N/A

EX-02 Position: 022102 Director General Strategic Planning & Policy


EX-01 Position: 023183 Exec. Dir. International Corrections & Prison Associations



Signed and dated organization chart will be provided next time position is reviewed

EX-01 Position: 021549 Director Reintegration Operations




EX-01 Position: 000576 DG Program Evaluation & Review




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REVIEW FINDINGS



EX-01 Position: 029203 Director Safety & Security




EX-01 Position: 021190 Director Staffing Training & Development

Position does not appear on current organization chart.


Review of work description and evaluation with supporting documentation will be completed by November 2007

EX-01 Position: 027216 Acting DG Health Care Services

Term position expired February 28, 2001

If there is a continuing need for this position, it should be updated and evaluated to reflect the current organization and evaluated. Otherwise, the position should be abolished.

Position currently under review. Revised work description and evaluation with supporting documentation will be completed by March 31, 2007

EX-01 Position: 027220 Executive Officer Citizen Engagement

File documentation not complete. At the time the position was created, the Commissioner signed the TB330 and file was annotated to indicate that supporting documentation would be forthcoming in April 2001.


Review of work description and evaluation with supporting documentation will be completed by March 31, 2008, along with the action plan of the supervisor position, position # 023824, EX-3 (see page 3)

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REVIEW FINDINGS



EX-02 Position: 000092 Director Reintegration Programs

Reporting relationship has changed since job was last reviewed. Rationale on file does not match rating on TB330.


Review of work description and evaluation with supporting documentation will be completed by November 2007, along with the action plan for the supervisor position, position # 000069, EX-3 (see page 6)

EX-03 Position: 023824 Assistant Commissioner, Communications and Citizen Engagement

No classification rationale on file, therefore, unable to determine if level is supportable. Note on file dated April 1, 2005 advising work description being revised.


Review of work description and evaluation with supporting documentation will be completed by March 31, 2008

EX-02 Position: 022294 Director General Audit & Program Accreditation

Accountability rating is inappropriate. Rationale justifies a contributory impact, but assigns primary impact. Suggest F5C 350, or F2P 350. No level impact.


Appropriate rationale will be produced next time position is reviewed

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REVIEW FINDINGS



EX-02 Position: 000640 Director General Organization Design & Resourcing

Problem solving rating is inappropriate. Assigning the same percentage for problem solving to both the boss and subordinate positions is not supportable. An adjustment to the problem solving percentage would have no impact on the classification level of the position. In addition, there is an inconsistency between the title on the TB330 and other documentation.



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REVIEW FINDINGS



EX-03 Position: 020825 Deputy Commissioner of Women

Technical error in evaluation of Problem Solving. Recommend G4 (57%) rather than F4 (57%). The selection of G is more appropriate as there is no central agency expertise or guidance, and the position is the departmental expert. Correcting this rating will have no level impact.



EX-01 Position: 000528 Director Inmate Affairs

Position was confirmed in 1998 as not being an EX. No further action was taken.


Review of work description and evaluation with supporting documentation will be completed by end of November 2007

EX-01 Position: 000171 Director Financial Management

No issue No action required. N/A

EX-01 Position: 030321 Director Modern Management Office

Position last reviewed in 2004. No classification rationale on file. Unable to determine if classification level is appropriate.

Classification rationale should be placed on position file.

Rationale will be put on file by November 2007

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REVIEW FINDINGS



EX-03 Position: 000069 Director General, Offenders Programs and Reintegration

Evaluation is not consistent with the Executive Group Position Evaluation Plan. A one step difference between the Know-How rating of this position and the supervisor is not supportable.


Review of work description and evaluation with supporting documentation will be completed by November 2007

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REVIEW FINDINGS



EX-03 Position: 027986 Director General Knowledge Management and Policy Development

Evaluation is not consistent with the Executive Group Position Evaluation Plan, and is not appropriate. The assigned Know-How rating is equal to that of the supervisor’s position, which is not supportable – recommend FIII3 608. The assigned Accountability rating is also not supportable. It is difficult to determine the appropriate Accountability rating, as the Dimensions section of the job description is not complete. It appears that the rating for this position was recommended by the supervisor, which would not provide an objective assessment of the value of the work.


As of March 15, 2007, CSC has since abolished position 027986. The department will provide CPSA with a copy of the classification decision.

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REVIEW FINDINGS



Regional Positions

EX-02 Position: 009617 Assistant Deputy Commissioner Prairie Region




EX-02 Position: 002082 Sous Commissaire Adjoint

Work description and rationale were last updated in 1993. No classification decision was issued at that time.


Review of work description and evaluation with supporting documentation will be completed by March 31, 2008


The selection of the Shared rating for Impact for the Accountability rating is not supportable, based on the file documentation. The rationale addressed the revenues generated, but in order to receive Shared credit, there needs to be a clear understanding of how the joint spending decisions are made.

It is unlikely that an adjustment to the Accountability rating would impact on the level of this position, therefore, this should be corrected the next time the position is reviewed.


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REVIEW FINDINGS




Same comments as for Position 026331.

It is unlikely that an adjustment to the Accountability rating would impact on the level of this position, therefore, this should be corrected the next time the position is reviewed.



Evaluation is not consistent with the Executive Group Position Evaluation Plan. The AMI was not applied to the operating budget to measure Accountability. No benchmark references were used in the rationale.


Review of work description and evaluation with supporting documentation will be completed by October2007

District Positions

EX-02 Position: 005395 Directeur de District de Montreal

No issues No action required N/A

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REVIEW FINDINGS



EX-02 Position: 005578 Directeur de District – EST/OUEST

Documentation issues. Reclassification was retroactive one year, however job description was dated two years after the effective date. TB330 was not signed by Deputy Head.

No classification issues to be addressed. Documentation should be corrected.

Missing documentation will be put on file by February 2007

Institutional Positions

Although many of the following positions have no issues when assessed individually, their ratings when assessed as a group do not appear to take account of differences between them, such as security levels of the institutions, diversity of population, size and budget of the institutions, etc. The ratings did not seem to reflect a logical progression on the Know-How or Problem Solving rating scales based on the differences between the institutions.

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REVIEW FINDINGS



The following Warden position files were reviewed

EX-01 Position: 004357 Etablissement Drummond EX-02 Position: 003633 Etablissement Archambault EX-01 Position: 007060 Fernbrook EX-02 Position: 006250 Kingston Penitentiary EX-01 Position: 008241 Beaver Creek Institution EX-02 Position: 083350 Joyceville Institution EX-01 Position: 012797 Grierson Institution EX-02 Position: 011101 Drumheller Institution EX-01 Position: 011564 Grande Cache EX-02 Position: 014036 Kent Institution EX-01 Position: 021818 Ferndale & Elbow Lake

It is recommended that Correctional Service of Canada undertake a review of the job descriptions and ratings assigned to the Warden positions to ensure consistency of the assigned evaluations and position classifications.

A review of the Wardens’ positions will be undertaken in January 2007 and scheduled to be completed by March 31, 2008 * More details available in the response provided to CPSA

The following Warden position files were reviewed. These two positions were identified as having issues that need to be addressed.

EX-01 Position: 002286 Directeur Montée St. François

Last decision on file is for conversion of position from SM to EX. Ratings have been assigned in the position database, but there is no rationale on file to justify the ratings assigned to the position.

Review evaluation assigned to position, making reference to appropriate benchmarks and external relativities.

A review of the Wardens’ positions will be undertaken in January 2007 and scheduled to be completed by March 31, 2008

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REVIEW FINDINGS



EX-01 Position: 013034 Warden William Head Institution

No evidence this position has been reviewed since it was converted from SM to EX (1992). Job description was updated (1998), but no rationale or TB330 on file.

Evaluate position, making reference to appropriate benchmarks and external relativities. Appropriate classification documents should be placed on position file.

A review of the Wardens’ positions will be undertaken in January 2007 and scheduled to be completed by March 31, 2008

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PUBLIC SERVICE HUMAN RESOURCES MANAGEMENT · PDF fileTo oversee the health and continued...

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