Archived - AANDC's Management Priorities for 2015–2016
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Priority: Leading Improvements to the Management of the Funding Cycle to Recipients
Ongoing priority aligned to all Strategic Outcomes and Internal Services.
Why is this a priority? To increase efficiency and effectiveness, AANDC will continue to find ways and mechanisms to streamline the management of contribution agreements. Plans for meeting the priority include:
- implementing Health Canada's financial management system and supporting the implementation of AANDC's grants and contributions management system by Health Canada, and where possible in other government departments;
- improving and standardizing transfer payment management practices regarding First Nations and other recipients; and
- advancing joint collaborative work with Health Canada as a means to improve the management of transfer payments.
Priority: Fostering Service Improvement and Transformation
Ongoing priority aligned to all Strategic Outcomes and Internal Services.
Why is this a priority? In order to continue to improve and transform internal services as part of the comprehensive review of government administrative services and overhead costs, which aims to improve Canadians' access to government services and to streamline service delivery. Plans for meeting this priority include:
- continuing to support the Government of Canada's efforts to foster service improvements and gain efficiencies in support of the Government's transformation agenda, including:
- implementing the Shared Travel Services Initiative led by Public Works and Government Services Canada with the objectives of improving the accountability and oversight of government travel and reducing travel-related costs;
- promoting the use of direct deposit to support the government-wide initiative to phase out government cheques by April 2016;
- participating as a partner in the Federal Geospatial Platform, which will allow federal departments and agencies to manage geospatial information assets in a more efficient and coordinated way;
- supporting Shared Services Canada Phase I implementation through initiatives such as email transformation and the consolidation of data centres and government networks;
- maintaining due diligence of strategic financial management practices and ensuring the Department assesses and manages risks, and respects departmental authorities within effective controls; and
- making full use of modern human resource tools, including supporting the transition to Pay Modernization and implementing PeopleSoft 9.1.
Priority: Implementing the Destination 2020 Action Plan
Ongoing priority aligned to all Strategic Outcomes and Internal Services.
Why is this a priority? In order to continue to support the workforce in achieving greater results for Canadians while promoting a supportive workplace. Plans for meeting this priority include:
- aligning the Department's actions with the Destination 2020 vision of the Clerk of the Privy Council, including the follow-up activities from the Public Service Employee Survey 2014 results to gain full engagement of employees in fostering workplace well-being, continued use of Web 2.0 tools to engage and collaborate with external partners, collaboration with Shared Services Canada on the implementation of common technology tools, and engaging employees in innovative practices in the workplace;
- increasing integration of planning activities, including the alignment and timely allocation of resources in support of departmental priorities; and
- sustaining the management agenda to address government-wide priorities, including performance management, promotion of employment opportunities, talent management, and disability management.