Annual Report, 1997/98
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Ministry of Human Resources Annual Report, 1997/98 |
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Finace and Management Services
The Financial Services Branch performs the ministry’s financial and accounting functions. These include administrative and program payments, payroll, reconciliation of transactions and revenue collection. The branch operates from headquarters offices in Vancouver and Victoria.
During 1997-98, the branch processed on average each month about:
- 327,000 income assistance payments (including direct payments to suppliers such as landlords and Hydro on behalf of clients),
- 22,000 billings from day care providers,
- 1,200 payments to contractors, and
- paycheques for 2,734 regular and auxiliary staff.
Objective: To enable timely and efficient issue of purchase authorizations to ministry clients while increasing financial control over their use.
Strategy: Previously, purchase authorizations were issued manually by individual financial assistance workers, often without proper recording of data. An online purchase authorization system was developed and installed to ensure funds are properly tracked and transactions recorded on case files.
Results: Introduction of the online system decreased staff workload and improved control over expenditures.
Objective: To streamline purchasing for ministry staff by eliminating needless paperwork.
Strategy: The ministry adopted a government-wide initiative undertaken through the Ministry of Finance and Corporate Relations to issue purchasing cards to key government staff, replacing the need for purchase authorizations and purchase orders. Purchasing cards are credit cards for which purchases are charged to a specific branch account.
Results: Purchasing has been simplified for staff making purchases on behalf of the ministry and for financial services staff who monitor purchasing, without loss of financial control.
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Budgets and Financial Planning
The Budgets and Financial Planning Branch is primarily responsible for coordinating the compilation and monitoring of the ministry’s budget, developing financial planning strategies to meet ministry financial goals, and establishing and managing effective financial and FTE reporting systems.
1997-98 Full-Time Equivalent Allocation
Minister’s Office
6.0
Headquarters
574.08
20.15
Finance & Management Services Division:
Assistant Deputy Minister
Financial Services Branch
Budgets and Financial Planning Branch
Administrative Services Branch
Personnel Services Branch
Information Technology Branch
Chargeback – Information Technology1
Policy and Research Division:
Assistant Deputy Minister
Income Assistance Branch
Planning Branch
Research Branch
Administrative Support
Field Services and Program Operations Division:
Assistant Deputy Minister
Health Services Branch
Prevention Compliance and Enforcement Branch:
Headquarters
Field
Summer Compliance Project
Labour Market Attachment Branch
Emergency Social Services Unit
Chargeback - Child Care Subsidy Program2
Regional Services Vancouver
The Kootenays & Okanagan
Garden City
After Hours
Chargeback - Child Care Subsidy Program2
Total Less LMDA Ministry FTE Allocation
- Ministry staff provide information technology services to the Ministry for Children and Families with the proportionate number of FTEs charged to that ministry and credited to the Ministry of Human Resources.
- The Ministry of Human Resources (MEIA) distributes child care subsidies on behalf of the Ministry for Children and Families (MCF) with the proportionate number of FTEs charged to MCF and credited to MEIA.
- Work under the new Labour Market Development Agreement began after the ‘Blue Book’ FTE estimates were established at the beginning of the fiscal year. Subtracting these additions to ministry FTEs during the year reconciles the actual FTEs to the original estimates of 2272 in the ‘Blue Book’.
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The branch coordinates ministry mail service, manages the ministry’s assets (equipment, vehicles and furniture) and coordinates classification, retention, storage, retrieval and final disposition of ministry records. The branch coordinates provision of office space for the ministry, and ensures that both internal and external provincial government customers have access to the most current telephone numbers and office locations for all Ministry of Human Resources employees.
Objective: To focus the new Administrative Services Branch within the Ministry of Human Resources towards a one-stop shopping concept for service delivery and by decentralizing certain functions and budget to align with the ministry direction of accountability within each region.
Strategy: Branch staff consulted with Financial Services Branch staff and field staff on decentralization of regional postal charges and regional copiers, and implemented the one-stop service concept.
Results: A plan was prepared to transfer budgets for postal charges and copiers to the regions to be implemented in April 1998. The Administrative Services Guide, outlining policies and procedures related to the services provided by the branch, was prepared and distributed to regional administrators at a meeting held at the Richmond training centre.
Objective: To facilitate a consolidation of ministry headquarters facilities into the Belmont building in Victoria.
Strategy: Space planning meetings were scheduled to gather the information required to identify space requirements and start the project.
Results: A plan was prepared which proposed consolidating branch locations in the Belmont building.
Information, Records and Forms Management
Objective: To facilitate the closure of the Records Management units in Richmond and Victoria and to transfer the responsibility for welfare records (previously under the Ministry of Social Services) in off-site locations to the Ministry of Human Resources.
Strategy: Regular meetings were scheduled between the Ministry for Children and Families, the Ministry of Human Resources, the Information Technology Branch and BC Information Management System staff to facilitate a process to identify and transfer case files from the Ministry for Children and Families to the Ministry of Human Resources. Roles and responsibilities of the records management units were also transferred to the Records Team in the Ministry of Human Resources.
Results: All files and responsibilities were successfully transferred to the ministry. Several changes were recommended for the Management Information System and procedures to facilitate the transfer of client files to off-site storage were made for implementation in the following year.
Objective: To transfer the ministry’s Forms Management Unit to the government-wide Office Products Centre (OPC) and warehousing services.
Strategy: Several planning sessions were held between ministries to ensure that the Ministry of Human Resources forms and negotiable instruments would be stocked and distributed in a timely and secure manner to ministry offices. A plan was developed and executed to supply forms to the central government facilities.
Results: Ministry offices are now ordering their forms and supplies from the Office Products Centre and warehousing services.
Objective: To train ministry staff in Records and Forms Management policies and procedures.
Strategy: A comprehensive training program was developed to enable staff to manage government records in an efficient and timely manner. Training in the field was started.
Results: The target is to have all staff complete the training by the end of the next fiscal year, resulting in improvements in record management and a reduction of the administrative costs of managing recorded information.
Objective: To deliver and maintain efficient, cost-effective services in accordance with the government-wide office accommodation reduction initiative.
Strategy: During 1997-98, the branch delivered and completed 17 Labour Market Development Agreement (LMDA) offices and 106 space adjustments, and managed 124 major renovations/moves and 164 minor tenant improvements. In consultation with BCBC, the branch worked to reduce the costs of tenant improvements and in turn the costs of ministry accommodation. For example, planned moves involved use of alternative workplace solutions such as open office design and modular fixtures. And development of integrated workplace strategies such as telecommuting and hotelling (use of unassigned work stations which are booked when needed by staff) during 1997-98 were expected to result in accommodation savings in the future.
Results: The costs of tenant improvements were reduced.
Telephone Data Administration
Objective: To create and maintain information which updates the ministry’s contact data, the web-based Government Telephone Directory and the annual printed BC Government Telephone Directory.
Strategy: New procedures were introduced to help streamline the gathering, and to promote accuracy, of telephone information.
Results: The internal ministry directory has current ministry staff and office information. The government-wide web-based directory provides accurate and current information for the public and ministry staff that have access, as well as the printed BC Government Telephone Directory.
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The Personnel Services Branch ensures the appropriate application of legislation, collective agreements and progressive personnel practices to maximize staff resources; supports positive and progressive employee relations; ensures staff are well-trained; supports management and line staff in the pursuit of the ministry’s mandate; and administers occupational health and safety programs.
The branch consists of nine regional offices and a headquarters office. There are full staff training facilities located in Richmond.
The branch provides service to 2,272 full time equivalents (FTEs) made up of 2,734 regular and auxiliary staff.
Objective: To enhance workplace safety.
Strategy: A comprehensive new safety manual was prepared and published and training was developed and delivered in the topic areas of safety in the workplace and violence prevention in the workplace.
Results: The training has ensured that the ministry is in compliance with existing Workers’ Compensation Board (WCB) regulations. It has prepared the ministry for future changes in WCB regulations.
Objective: To enhance workplace health.
Strategy: Attendance management training, focused on reducing absences due to illness, was prepared and delivered to all regional supervisors by the branch.
Results: The training program was the preliminary stage in the development of a comprehensive health promotion program that is to be launched within the ministry in the following year.
Objective: To support positive and progressive employee relations.
Strategy: The Employee Relations unit prepared and published the handbook A Practical Guide for Supervisors and Managers. It is a resource guide to complement core supervisory training in the personnel responsibilities required of supervisors.
Two training mini-modules were also developed and delivered to all personnel managers. These will be delivered to supervisors and managers, as required. The topics are performance correction and discipline. These modules expand on core training provided to all supervisors.
Results: The quality of and access to supervisory training has been enhanced.
Objective: To ensure staff are properly classified and compensated for their job duties.
Strategy: In support of the new Ministry of Human Resources, the classification unit was able to conclude negotiations successfully with external organizations such as PSERC and the union regarding position classification and exclusion issues, and headquarters and regional structures.
Results: Regional and headquarters structures have been successfully implemented.
Objective: To ensure a high level of skills among employees.
Strategy: Training was provided to all Level I and Level 2 designated investigators to ensure the ministry is able to address complaints of discrimination and harassment.
Educational materials, including the video Recognizing Child Abuse and Neglect, were created for ministry employees.
A training needs process was initiated and resulted in special project training for ministry staff on change processes. In support of ministry strategic and business plans, in-depth reviews of staff training delivery models and core training curriculum were conducted.
Results: Training reviews during the year resulted in development and improvement of training delivery and curriculum in the following fiscal year. Investigator training and the video have resulted in a heightened level of awareness on important issues among ministry staff.
Objective: To hire required new staff who will be most appropriate for the job.
Strategy: The ministry continued hiring into Financial Assistance Worker (FAW) positions using the ‘knowledge, skills and ability’ (KSA) approach. A major recruitment drive for the Lower Mainland included five Outreach Sessions jointly hosted by the ministry and Public Service Employee Relations Commission (PSERC). Approximately 80 agencies representing one or more of the designated groups were included at those sessions. The ministry also played a role in the early stages of the establishment of the PSERC Vancouver Recruitment Access Office.
Results: One hundred FAWs were hired. The PSERC Vancouver Recruitment Access Office was opened in the following fiscal year. The process was appeal-free.
Objective: To ensure ministry staff are sensitive to the diverse character of ministry clientele and staff.
Strategy: An electronic bulletin board was developed to provide information to employees on diversity issues.
A policy statement on diversity was implemented. It stated that the ministry values and welcomes diversity in its staff and clients and is committed to building a work environment that is free from all forms of harassment and discrimination.
Various diversity initiatives were implemented in partnership with the community agencies and organizations, including workshops on disability issues and Aboriginal, Vietnamese, South Asian and Iranian cultures.
Results: The ministry and its employees continued to establish effective working relationships, on an individual and organizational level, based on mutual understanding.
The ministry successfully implemented upgrades of the government-wide electronic personnel database and incorporated the system into the workplace.
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The Information Technology Branch supports ministry program and service delivery through the management and use of information technology, The branch works closely with all ministry branches, divisions and regions to determine their systems requirements and project priorities. The branch develops systems budgets submissions, manages systems contracts and monitors the overall systems budget for the ministry.
The branch defines, designs and develops applications as required by the ministry and implements them through a quality assurance process. Documentation and training is provided for each implementation.
The branch manages MVS, VM (mainframe) and PC (microcomputer)technologies to provide service to the ministry. Voice and data telecommunications, system security, contingency planning and call centre services are also provided. The branch acquires, installs and maintains desktop and local area network (LAN) products, printing technologies and cabling systems.
Objective: To reprogram ministry systems to accommodate the century change from 1999 to 2000.
Strategy: Computer programs have until now processed and recorded the date using only the last two digits to signify the year. In the previous year, an assessment was conducted of the work required to change programs so they will read the year 2000 as the year which follows 1999. During 1997-98, the major portion of the reprogramming work was carried out and testing of the changes had begun.
Results: Reprogramming during the year prepared the branch to complete the task early in the 1998-99 fiscal year, well before the beginning of the new millenium.
Objective: To ensure policy changes are reflected in the BC Benefits system.
Strategy: Policy changes must be reflected in all ministry computer systems across the province. Branch staff implemented systems changes involving periods of disentitlement for clients, outstanding warrants against clients, ‘temporarily-excused’ designations, hardship initiatives and repayment of security deposits by landlords.
Results: Because the branch implemented cost-saving policy measures as quickly as possible in the BC Benefits system, the ministry was able to maximize its savings from these changes.
Objective: To convert Banyan network servers within the ministry to Microsoft’s Windows NT 4.0.
Strategy: Systems Services Division (SSD) recognized the limitation with Banyan servers: systems support staff were unable to access LANs in field offices to troubleshoot and perform regular maintenance such as software upgrades and performance tuning. Microsoft Windows NT 4.0 Server has become the predominant network operating system (NOS) for the information technology industry and as such has a large support of tools and application support.
Results: A project was initiated to convert all Banyan Vines Servers to Windows NT. The conversion was completed with the exception of one server used by Information Systems Security (ISS) in support of the Banyan servers of the Ministry for Children and Families.
Objective: To support local area networks.
Strategy: The ministry LAN environment has been implemented for some groups in Victoria and Vancouver. The environment is supported by a number of people from SSD, a client representative, and external consultants and vendors. As the LAN environment expanded and matured, technical support was designed to be scaled to meet the requirements for regional LANs, and streamlined to meet the ministry’s requirement for cost effective operations.
Result: A document was produced for use by LAN support staff within SSD and placed on the SSD LAN drive. It includes:
- a support model document outlining the role of the LAN support person;
- a service levels definition document outlining the response time to different priority requests;
- an outline of the particular responsibilities of LAN support staff;
- a description of the communications methods and flow, and problem assignment and tracking when support staff receive a call;
- an outline of support skill levels needed for adequate support to clients;
- a pilot support model showing the step-by-step progression of a support request through decision points and action points;
- a log form distributed to pilot-group participants to record customer satisfaction for each support request. Responses helped determine if the support model was viable to implement.
Objective: To provide a Web browser for ministry users.
Strategy: A request from users to browse the Web initiated a project to assess the features of Internet Explorer 3.0 (IE 3.0). A business consultant determined that the primary requirement was to be able to browse the web for information, and other features such as e-mail, netmeeting or newsgroups were not needed.
Result: IE 3.0 was implemented for selected ministry users for use of the search feature only. Configurations, minimum hardware requirements and support requirements were identified for various platforms and a process was identified for users to request the software.
Objective: To convert analog cellular phones to digital equipment.
Strategy: To improve clarity, range, and security of mobile voice communications, a project was initiated and managed by the telecommunications services unit to replace all analog cellular phones with dual mode (digital/analog autosensing) phones.
Results: All phones were replaced expediently, with minimal service interruptions for staff requiring mobile voice communications.