III. Corporate Priorities

In 2008-2009, the Public Prosecution Service of Canada worked on four corporate priorities to support the delivery of its operational mandate.Those priorities were:

In 2008-2009, the PPSC completed the development of its organizational structure. It undertook an organizational review to assess the extent to which its infrastructure was both efficient and effective, and that it had a workforce that was renewable, affordable over time and aligned with its mandate.

For 2009-2010, the PPSC has again adopted four corporate priorities, three of which continue to be in place from the previous year.

Security

Ensuring the safety and security of employees is of paramount importance to the PPSC. Prosecutors and other employees work in an environment where they may be the subject of threats to their personal safety and security.

The PPSC also works closely with police forces as well as the Federal-Provincial-Territorial Heads of Prosecutions Committee to share information on security issues and to develop strategies to safeguard the security of prosecutors and other prosecution service employees, both inside and outside the workplace.

In 2008-2009, the PPSC established its own security section. The section is working with the PPSC’s Security Committee to develop a suite of security products, including policies, procedures and information, to meet the needs of all employees.

The section is responsible for assessing the security of PPSC offices and implementing recommendations for enhancements; implementing measures to ensure that staff are protected against threats and intimidation; and establishing measures for emergency preparedness, including business continuity planning.

Recruitment and Retention

Investing in a diverse, multicultural and multilingual workforce through recruitment and retention is an ongoing process. Ensuring that employees feel valued and appreciated, and that the organization is viewed as an employer of choice is essential, particularly in light of employment alternatives that exist with provincial prosecution services or in the private sector.

In order to foster an environment where staff recruitment and retention is encouraged, the PPSC took a number of steps, including:

Measuring Organizational Performance

As a federal government organization, the PPSC is accountable to the Canadian public for how it uses its resources. Measuring organizational performance is an integral part of the PPSC’s accountability regime.

Following a review, the PPSC restructured and simplified its timekeeping categories used by prosecutors and paralegals. A revised national timekeeping protocol took effect in April 2009. This change is aimed at improving the PPSC’s capacity for organizational analysis and strategic planning, for monitoring and measuring organizational performance and, ultimately, for reporting on results achieved.

Further improvements are planned for 2009-2010.

Knowledge Management

Knowledge Management is a new corporate priority for the PPSC as of 2009-2010. Its objective is to develop tools to support the ongoing sharing of information needed by employees to ensure that the mandate of the PPSC is supported and achieved. Its goal is to review and consolidate existing knowledge management tools used within the PPSC and to develop any additional tools required to support employees.

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