4. Administrative Priorities

The PPSC’s overall operational priorities are the prosecution of cases under federal law free from any improper influence, and the provision of high-quality legal advice to investigative agencies. In 2010-2011, the PPSC worked on four corporate administrative priorities to support the organization’s operational priorities. Those priorities were:

Recruitment and Retention

The PPSC continues to invest in a diverse workforce through recruitment and retention efforts, while trying to ensure employees feel valued and appreciated and that the organization is viewed as an employer of choice.

In 2010-2011, the PPSC took a number of steps toward realizing this priority, including:

In 2011-2012, the PPSC will shift its focus on this priority towards engaging and providing development opportunities for its employees.

The Engagement and Employee Development priority will address the following: employee development; employee performance management; organizational development and management; knowledge management; career outreach; and employee engagement.

Safety and Security of Employees

The Security Services Section provides a wide range of security services within the PPSC. As required by the new Policy on Government Security, the PPSC has begun the development of a security plan that sets out approaches to managing security risks and outlines strategies, goals, priorities, and timelines for improving security within the PPSC.

The Employee Protection Program is in its final stages of planning. A framework for implementation has been developed and a Security Preparedness Officer appointed to coordinate the implementation phase during 2011-2012 and to provide logistical support in response to incidents as required.

As well, during the course of the year the PPSC made considerable progress in the area of business continuity planning. The PPSC completed a nation-wide Business Impact Analysis exercise and its results were approved by the PPSC’s Executive Council. Offices across the country have put in place business continuity plans. The Security Preparedness Officer will also be responsible for coordinating emergency response and preparedness for the PPSC’s offices and for implementing an emergency management structure to ensure organizational readiness during business disruptions.

Measuring Organizational Performance

As a federal government organization, the PPSC is accountable for reporting on its performance. In keeping with this requirement, the PPSC made further refinements to its national timekeeping protocol to ensure that its timekeeping practices can better reflect PPSC activities and resource usage. The protocol ensures that more complete and reliable timekeeping information is available to guide decision-making, overtime compensation, and cost recovery. In addition, the PPSC continues to simplify and restructure various case management data sets for specific activities that relate to criminal, regulatory, and economic prosecutions, such as date code sets for litigation activities.

The PPSC also implemented a new standardized approach for capturing timekeeping information of a corporate nature to ensure national consistency in the categorization of general administrative files versus general litigation files. This new approach provides a structured file naming protocol, facilitates file location, provides a means to track counsel scheduling commitments, and assists with reporting on non-litigation activities.

Other measures target compliance with timekeeping requirements and data quality, including regular audits of information entered in iCase, the PPSC’s case management system.

Additional performance indicators are being developed to assist with trend analysis of case volumes and distribution, changes in relative complexity of files, costs, and other quantifiable elements. These will be used to strengthen the analysis of internal and external factors affecting the PPSC’s business and to improve its capacity to plan ahead.

Knowledge Management

The PPSC has developed knowledge management tools to better support the sharing of information and knowledge. The work undertaken during 2010-2011 saw the realization of the goals of the corporate priority on knowledge management through the implementation of a national knowledge management system. With the system now in place, work will continue in 2011-2012 to maintain the many legal knowledge databases used as references by PPSC prosecutors, paralegals and legal assistants on a daily basis.

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