2019 Public Service Commission annual report

Message from the Chair of the Public Service Commission

The Ontario Public Service (OPS) relies on a highly skilled, diverse and engaged workforce to deliver on government priorities and be a public service that is inclusive, forward-thinking, transparent, and responsive.

Effective human resource planning, policies, and programs will continue to be key enablers as we explore more agile ways of working, improved succession management, and innovative methods of program and service delivery to deliver on the government’s fiscal and transformation goals.

This year, we made progress against the Public Service Commission business plan for 2019-2022, and the priorities, strategies and measures from the OPS HR Plan 2015-2020 to further build a positive and inclusive workplace culture, develop engaged and innovative leaders, and implement effective and fair human resource practices.

The OPS was recognized as one of Greater Toronto’s Top Employers (2019) for the 11th year in a row; Canada’s Top Employers for Young People (2019) for the seventh year in a row; and Canada’s Best Diversity Employers (2019) for the 12th year in a row.

We are proud of the progress that has been made this year and the work that we do to deliver high quality services for the people of Ontario.

Diane McArthur
Chair of the Public Service Commission

Public Service Commission - overview

Agency description

The Public Service Commission (PSC) was created pursuant to the Public Service of Ontario Act, 2006 (PSOA) to ensure the effective management and administration of human resources in the Ontario Public Service (OPS).

The PSC is defined as a Regulatory Agency (without a governing board) under the Agencies and Appointments Directive.

Mandate

The PSC may exercise the powers and shall perform the duties and functions assigned to it under PSOA or any other Act, including those prescribed by the Lieutenant Governor in Council and those delegated by the Management Board of Cabinet (MBC). Its authority to issue directives and policies regarding the terms and conditions of employment for public servants appointed by PSC is delegated by the Management Board of Cabinet.

The mandate of the PSC is to ensure:

• the effective management and administration of human resources in relation to public servants that the PSC or its delegates appoint to employment by the Crown under Part III of PSOA
• the non-partisan recruitment and employment of public servants that the PSC or its delegates appoint to employment by the Crown under Part III of PSOA.

Reporting

PSC met its responsibility to post the Public Service Commission Annual Report for 2017-2018 and the Public Service Commission Business Plan for 2018-2021 within the required timelines.

Performance measures

Measurable outcomes have been developed as part of the Public Service Commission Business Plan for 2019-2022, the results of which will be outlined in the Public Service Commission Annual Report for 2019-2020.

Public Service Commissioners’ conference

In June 2018, the PSC Chair attended the 55th annual Public Service Commissioners’ Conference. This federal, provincial and territorial conference was held in Yellowknife, Northwest Territories.

The conference provides an annual opportunity to share best practices across jurisdictions, facilitate networking among the public service commissioners and allow sub-committees to work jointly on studies of common interest.

This year’s conference was based around four themes:

1. Diversity and Inclusion
2. Innovation in the Public Service
3. Mental Health in the Workplace
4. Maintaining the Public Trust

As the leading public sector jurisdiction on diversity and inclusion, the OPS Assistant Deputy Minister of Inclusion and Diversity was invited to present on the development and implementation of the OPS Inclusion and Diversity Blueprint.

Human resources in the OPS

The Public Service Commission provides enterprise-wide direction for the effective management of human resources (HR) in the OPS. More specifically, it is responsible for:

• issuing directives and policies for the effective management of human resources
• ensuring that the employment of public servants^{footnote 1[1]} is based on ethical and non-partisan practices, and
• considering various employment actions, including appointments at the assistant deputy minister level and dismissals without cause.

The Treasury Board Secretariat (TBS) represents the employer on enterprise-wide human resource management initiatives. Ministry staff also provide advice and services at the direction of the Public Service Commission and provide advice to the Commission upon request of the Chair. The Ministry leads the development of human resource policies and strategies in support of the Public Service Commission’s mandate and to enable business outcomes within ministries.

Key activities of TBS as the employer include:

• strategic HR planning and workforce analytics
• corporate and agency governance
• employee relations, compensation and collective bargaining
• leadership on inclusion and diversity
• learning, including leadership development and talent management
• employee experience
• strategic enterprise policy and advice
• public appointments.

The Ministry of Government and Consumer Services (MGCS) implements HR policies by developing and delivering HR programs and services to ensure the OPS attracts and retains talent, fosters a supportive environment for employees and enables ministry business results. MGCS also delivers a range of pay and benefits services for employees.

The Anti-Racism Directorate (ARD) leads the government’s anti-racism initiatives to build a more inclusive society. It works to identify, address and prevent systemic racism in government policies, legislation, programs and services through the development and implementation of anti-racism tools, to improve the way Ontarians are served.

OPS HR Plan 2015-2020

The OPS HR Plan 2015-2020: Building on our Strengths – Leading Change for the Future continues to provide the OPS with a roadmap for strategic human resource planning to ensure that the OPS fosters a high-performing public service that attracts and retains the best employees.

This multi-year plan is evidence-based and addresses three priority areas:

• Fostering a positive and inclusive workplace culture
• Developing engaged and innovative leaders
• Implementing effective and fair HR practices.

Work continued corporately and across ministries, focusing on the plan’s three priority areas. An annual OPS HR Plan progress report was developed and communicated within the OPS in February 2019.

Key achievements 2018-2019

This year, progress was made against the Public Service Commission business plan for 2019-2022 and a number of initiatives were delivered that advanced the three priority areas of the OPS HR Plan 2015-2020.

Positive and Inclusive Workplace Culture

OPS Inclusion and Diversity Blueprint

The OPS Inclusion and Diversity Blueprint was approved by the PSC on October 27, 2017 and launched on November 15, 2017. In the first year of implementation, the OPS Inclusive Diversity Office (IDO) team achieved several key milestones:

• Targets for Senior Leadership Diversification: OPS ministries have set targets to bring about change at the senior leadership level. By focusing on four areas: coaching and mentoring, leadership development programs, succession plans, and recruitment shortlisting, the IDO worked with each ministry to set realistic goals that will help expand the pool of talented employees who have access to leadership opportunities.
• Storytelling and Digital Engagement: Creating a more diverse workplace partly means listening to each other’s experiences so that the organization can build collective understanding. Employees sharing their stories creates a learning opportunity, and with more than 65,000 employees, there are more than 65,000 stories that deserve to be heard. Over the past year, to bring more attention to diverse stories, the IDO introduced three different digital storytelling series: Talk to Us, Batteries are Included and In Frame.
• Learning: The IDEAALL (inclusion, diversity, equity, anti-racism, accessibility, literacy and learning) pathway is a two-part initiative to revamp inclusion and diversity learning in the OPS. IDO has teamed up with subject matter experts across a range of ministries to review a selection of OPS courses. The working group has created a rubric to identify gaps and areas of improvement so that the OPS does not just a good — but great — job of teaching inclusion and diversity matters. Based on Blueprint consultations, the IDEAALL team has earmarked senior leadership learning as a priority and has created a pilot learning plan that will help senior leaders improve comprehension in areas such as diversity, inclusion, accessibility and anti-racism. The IDO has developed and leads a variety of workshops, presentations and learning modules currently on offer, such as Inclusive Diversity 101, Towards Understanding Privilege, Using Inclusive Language, Ask the Expert, and IDO Consultation.
• Performance Measurement and Data Analytics: By tracking OPS data, the organization can get an idea of where the OPS is improving on measures related to diverse representation, building an inclusive workplace, and where improvement is needed. This year, the IDO will analyze data from the 2018 Employee Survey to find out where the OPS stands on matters related to diversity and inclusion. The IDO has developed a data, measurement and reporting framework to help measure the progress on diversity and inclusion across the organization. The IDO worked with a variety of OPS partners, stakeholders, and advisors to set specific performance measures. Tracking how diverse talent moves into, through, and up the organization will tell a lot about the progress the OPS is making on advancing inclusive leadership, beginning in April 2019.
• Inclusive Leadership: The OPS knows how important leaders are to shaping the culture of an organization. Research and consultations were performed to draw out the specific skills and behaviours of inclusive leaders – people who create a culture of trust and belonging and get the best results out of diverse teams. The inclusive leader is: respectful, culturally dextrous (someone who creates a diverse workplace through collaboration and teamwork), reflective, trusting, courageous and accountable. Over the past year, the IDO worked with the team behind the OPS Leadership Strategy to help ensure that inclusive leadership behaviours are part of the new way the OPS will be recruiting and assessing leaders.

OPS Anti-Racism Policy and Program

The OPS Anti-Racism Policy was approved by the PSC on February 2, 2018 and came into effect on April 2, 2018.

The Anti-Racism Policy commits the OPS to identify and address any systemic racism barriers in employment and build a more diverse, inclusive and respectful workplace. The Policy will help to create more equitable human resources policies, procedures and practices. It will better support all employees, including Indigenous, Black and other racialized employees, in achieving full participation in the workplace.

The policy requires the establishment of an enterprise-wide Anti-Racism Program to realize the policy aims of identifying, removing, preventing and mitigating systemic racism, and advancing racial equity in the OPS. The Anti-Racism Program consists of four tools for change:

• Systemic racism barrier identification and removal: The Anti-Racism Directorate (ARD) is conducting an analysis of the 2018 OPS Employee Experience Survey results. The findings will be used to inform the Anti-Racism Policy and Program progress report.
• Anti-Racism Competency and Capacity-Building program (ARCC): ARCC is an evidence-based applied learning program designed to increase foundational awareness and understanding of systemic racism. It will equip OPS employees with the anti-racism knowledge, skills, and tools needed to foster open dialogue and advance racial equity. ARCC will help build a public service that is more inclusive, equitable and responsive in meeting needs of Ontario’s growing and changing racial demographics. ARCC is currently being developed and piloted by the ARD.
• Leadership diversification: The ARD is collaborating with the Inclusive Diversity Office on the OPS Leadership Strategy, Performance Measurement Framework and the targets for senior leadership diversification.
• Independent External Review of Complex Workplace Discrimination and Harassment Prevention (WDHP) Cases: In 2018, the OPS commissioned Ms. Arleen Huggins, partner at Koskie Minsky LLP, to conduct an independent external review of select individual complex cases, to provide insight into how race-based discrimination and harassment complaints were being handled. The Secretary of the Cabinet released a full report of her findings on November 23, 2018. All recommendations made in the report by Ms. Huggins are being reviewed and prioritized, however some have already been implemented (e.g., there are no internal investigations until further notice). In addition, other recommendations are in the early stages of development (e.g., anti-racism training).

Engaged and Innovative Leaders

OPS leadership strategy

The strategy is intended to support the Engaged and Innovative Leaders priority of the OPS HR Plan 2015-20. It will define and align OPS-wide efforts related to talent acquisition, talent sustainability and leadership practices to meet changing business requirements, support the evolving role of leaders and address leadership demographic shifts. The strategy will position the OPS as a more people-focused organization to better deliver services for Ontarians

In 2018-19, a new OPS Leadership Model and Leadership Strategy were approved by the Public Service Commission. The OPS Leadership Model and Leadership Strategy are the result of a co-design process, with input from over 500 OPS employees, managers and executives. Public Service Commission members participated in the co-design of the model by providing key inputs through two deputy minister retreats. Once launched, the new OPS Leadership Model will replace the OPS Leader-Manager Competency Model. Launch of the model is expected to take place in 2019-20.

Talent Management to Enable Ministry Transformations

In response to the most significant organizational transformation in many years, the Public Service Commission deployed executives to further strategic objectives related to the development of new structures and models to support ministry business goals.

Using multiple sources of evidence such as performance history, succession planning information, talent management data and on-the-job assessment, the Public Service Commission deployed executives to deliver on the ministries’ new agendas, built OPS leadership capacity and exercised fiscal prudence by avoiding costly severance packages.

Leveraging business analytics developed to inform talent strategy, planning and decision making, the Public Service Commission reviewed and endorsed executive Voluntary Exit Program applications in support of ministry rebuilding efforts.

Talent Discussions for Senior Executive Employees

Work has begun to re-design the format of these discussions to build a stronger connection to succession planning and development, as well as support the diversification of senior leadership.

In the 2019-20 fiscal year, the deputy minister group will be engaged in a series of senior executive talent conversations to address the impacts of the Voluntary Exit Program. These conversations will advance the OPS’ strategic talent objectives to engage leaders through mobility and development, diversify senior leadership and move leaders fluidly throughout the organization where they will have the most impact.

Talent Management in the Functional Communities

In 2018-19, seven functional communities provided updates to the Public Service Commission on their talent management efforts, including Communications, Finance, Human Resources, Information & Information Technology, Legal, Operations, and Policy.

Executive tables from each functional community hold yearly talent management discussions. The focus of these discussions is typically about capacity building and succession planning for critical positions within the community.

OPS Fellowships

Following an extensive review by the Office of the Public Service Commission (OPSC) in 2017, the OPS Executive Fellowships program embarked on a new and more strategic direction in 2018, with a focus on deploying high-performing talent (at the director level and above) on select research missions to advance key OPS business priorities or solve business issues.

This experiential learning opportunity enables fellows to conduct research and acquire expertise on a research mission that takes into consideration emerging developments that may impact OPS future business priorities. Upon their return, fellows are required to report back to PSC with recommendations on what is needed to prepare the organization to address these key business priorities.

Three fellows were supported by university partners (Queens University, University of Toronto, and Ryerson University) to facilitate research benefitting OPS business priorities and emerging issues including:

• Developing the Ontario Public Service’s Labour Relations Leadership Capacity (Queens University; Ministry Sponsor: Treasury Board Secretariat)
• Building Ontario’s entrepreneurial capacity; with a focus on answering the research question of how to scale more Ontario technology start-ups (Ryerson University’s Digital Media Zone; Ministry Sponsor: Economic Development, Job Creation and Trade)
• Developing internal OPS system capacity to support organizational transformation (University of Toronto; Ministry Sponsor: Treasury Board Secretariat)
• The fellows have completed their research missions and delivered their recommendations to PSC on how the OPS can implement their research projects in alignment with longer-term OPS business priorities.

Effective and Fair HR Practices

Human Capital Plan for the OPS HR community

Service Driven | People Focused, the Human Capital Plan for the OPS HR Community (2017-2020), launched by HR Service Delivery Division in July 2017, introduced a strategy to strengthen the capacity of HR leaders and professionals in the OPS. The creation of a Human Capital Plan (HCP) for HR professionals falls under the Effective and Fair HR Practices priority of the OPS HR Plan 2015-20. The HCP identifies three priority areas: community-building, learning, and talent management. Implementation of initiatives supporting these priorities will be phased in over three years. Four initiatives were scheduled for year-one (2018) implementation.

Using a shared accountability approach, project teams from across the HR community worked diligently, on a voluntary basis, to ensure successful implementation.

Accomplishments from the four 2018 HCP initiatives include the development of:

• An OPS HR Employment Value Proposition (EVP) that will establish a foundation for building an integrated, inclusive and engaged HR community.
• A competency model framework that includes categorization of OPS HR jobs in groups, identification of key HR positions in each group, and a competency bank associated with these key roles.
• An HR Learning Placemat showcasing immediate learning opportunities and a Self-Directed Workbook with reference tools and resources to help HR professionals explore their learning needs, understand where they are today and where they want to go.
• A methodology for ongoing analysis and use of data about talent in the HR community and a Success Profile for one key leadership role (i.e. SBU Director). To support sustainment, a guide on how to develop and apply success profiles will be made available.
• An HCP Performance Measurement Framework to help assess the HCP’s impact on HR professionals and the organization that includes logic models and key outcomes, performance measures, a data collection strategy and a reporting strategy.

Based on the current OPS HR priorities and resource capacity, the following HCP initiatives are planned for 2019:

• Employment Value Proposition (continuing from 2018)
• Competency Model (continuing from 2018)
• Integrated Operational Plan across HR areas (new)
• Orientation Program for HR Professionals (new)
• Renew Talent Sourcing Strategies (new).

HCP Director Co-Leads for the 2019 initiatives have been identified in alignment with their areas of expertise. In support of a more wide-ranging working group structure, this year, Manager Co-Leads were introduced and a number of them were filled through talent discussions to provide developmental opportunities. Vacant roles will be filled through a call-out for volunteers from across the community.

Talent Acquisition Branch Modernization

In 2017, the Talent Acquisition Branch (TAB), within the Ministry of Government and Consumer Services, was created as the enterprise centre of excellence for non-executive recruitment, corporate employment transition and employment security screening, as well as summer employment programs in a single organizational structure.

Since launch, TAB has defined a new direction for enterprise recruitment through a transformative business strategy to realign structure, and a renewed framework to modernize the practice of hiring and deploying talent. An organizational review was initiated in April 2018 to confirm an enabling structure, and a two-year business strategy was introduced with priorities and commitments to deliver:

• Improved talent acquisition model & practice
• Inclusion & Diversity Blueprint implementation opportunities, especially for building a diverse leadership talent pipeline
• User (client and candidate) experience strategy
• Manager recruitment business unit
• Renewed performance measurement framework.

In April 2019, non-executive recruitment transitioned from a ministry-based service model to one based on occupational functions. This change in business model helps to improve strategic talent partnerships, improve horizontal coordination, and emphasize an enterprise perspective on talent.

The current fiscal and transformational environment means that it is more important than ever to make the right hiring decision. Emphasis on a renewed approach for talent sourcing, assessment, and deployment is critical for effective OPS transformation and for meeting government objectives.

OPS Flexible Work Outreach and Awareness Campaign

The Ontario Public Service (OPS) recognizes the strategic advantages associated with increasing flexibility in when, where, and how we work. Flexible work arrangements contribute to a modern and agile public service, improved operational efficiency, stronger employee engagement, and the execution of realty strategies.

To aid ongoing transformation efforts, in 2018-19 the HR Policy and Planning Branch and the Corporate Leadership and Learning Branch (TBS) embarked on an OPS Flexible Work Outreach and Awareness Campaign to promote flexible work arrangements, where operationally feasible, and support ongoing efforts to build a flexible work culture.

During interactive sessions, leaders shared their experiences with implementing flexible work and manager participants were encouraged to ask questions and provide their feedback. Based on this feedback, a new toolkit of resources was developed that included a variety of practical tips and considerations, along with video testimonials, to help leaders advance and implement flexible work arrangements.

HR Client satisfaction and Experience survey

Through a joint effort between the Ministry of Government and Consumer Services and Treasury Board Secretariat, a Human Resources (HR) Client Satisfaction and Experience Survey was developed that allowed key stakeholders to share their opinions of the HR function at an organizational level.

The survey, fielded in February-March 2018, was completed by approximately 2,300 participants (OPS managers and directors), representing a response rate of 39%. This survey provides a baseline and benchmark for client satisfaction within the OPS HR community and will help determine where we are adding value and where we need to invest efforts to improve our services and the client experience.

Policy Agenda and Priorities

Aligned with the OPS HR Plan commitment to streamline and modernize HR policies through regular policy reviews and evaluations to ensure relevancy and effectiveness, the PSC confirmed the HR policy review agenda and planned priorities for the year in the first quarter of 2018-19.

For greater efficiency, the PSC continued to use a streamlined approach to seeking approval of non-substantive changes to HR policies. Such changes include clarification of existing requirements, terminology or roles, and ministry name references.

Occupational Health and Safety, Workplace Violence Prevention and Respectful Workplace Policies

In 2018, the annual review of the health and safety policies as required under the Occupational Health and Safety Act (OHSA) was completed. The PSC approved non-substantive updates to the Workplace Violence Prevention Policy and the Respectful Workplace Policy (Policy to Support a Respectful Workplace and Prevent Workplace Harassment and Discrimination) in compliance with legislated requirements. PSC endorsed proceeding with updates to the Occupational Health and Safety Policy to include enhanced language around impairment as a potential workplace hazard, and to clarify that existing rules around working while impaired from any substance still apply, whether the substance is legal or not, in light of the federal legalization of recreational cannabis.

Following further approvals, the updated policy took effect on October 17, 2018. TBS and MGCS worked together to communicate these policy updates as well as related program resources on substance impairment in the workplace. The policy and some related documents were made available to the public on the Ontario.ca website.

Employment Screening Checks Policy

In 2018, PSC approved an updated Employment Screening Checks Policy. This policy sets out the principles and requirements for the employment security screening of individuals for identified OPS positions.

The policy was revised to address the requirements of the Police Record Checks Reform Act, 2015 (Act) and its Regulations. The Act, proclaimed November 1, 2018, established consistent requirements regarding what information from police databases may be disclosed as part of a police record check, as well as how and to whom it may be disclosed.

Conflict of Interest Financial Declaration Process

The PSC continued to meet its responsibility under the PSOA and its regulations to maintain a list of ministry positions which routinely work on one or more matters that might involve the private sector and have access to confidential information about those matters.

Incumbents to identified positions were advised of their responsibility to file a financial declaration with the Conflict of Interest Commissioner and to avoid certain purchases of financial holdings or other interests. This is done as part of the annual Conflict of Interest Financial Declaration process. The PSC received an update on the outcome of the 2018 process and endorsed proceeding with the same approach for managing this process in 2019.

Consolidation of the Office of the Conflict of Interest Commissioner with the Office of the Integrity Commissioner

The government is moving forward to consolidate the Office of the Conflict of Interest Commissioner with the Office of the Integrity Commissioner. The consolidation will enhance Ontario’s role as a leader in government ethics by establishing a single, highly visible and independent ethics office, to create a centre of excellence for public sector ethics and to build strategic capacity and improve service delivery. This consolidation will be effective May 1, 2019.

Gender Identity and Sex Information in OPS Enterprise HR Products/Forms

The OPS-wide Gender Identity Policy helps ensure there is a consistent approach to how ministries collect, use, retain and display a person’s sex designation and gender identity information on public forms and other products like cards and licenses.

The OPS is revising practices related to the collection, use, and retention of OPS employee gender identity and sex information in OPS HR products/systems to align with the Gender Identity Policy.

In 2018, the PSC endorsed a proposal to collect additional socio-demographic information of employees.

Managerial Span of Control

Ministries are accountable for determining the appropriate managerial span of control (i.e., number of direct reports per manager) and creating structures that are best suited to support government priorities. To assist ministries in their ongoing transformation efforts, the OPS is introducing a Guideline on Span of Control as a tool to support more consistent and transparent organizational design decisions. The guideline will be launched in the first quarter of 2019.

Public Service Commission members (as of January, 2019)

Member: Diane McArthur, Chair
Chief Talent Officer, Office of the Public Service Commission
Treasury Board Secretariat
Regular Member
Appointment Status: No expiry. Term concurrent with appointment as Chief Talent Officer

Janet Hannah, Secretary
Director, Executive Programs and Services, Office of the Public Service Commission
Treasury Board Secretariat
Secretariat Support
Appointment Status: Not an appointed member; provides secretariat support

Member: Helen Angus, Commissioner
Deputy Minister, Health and Long-Term Care
Ministry of Health and Long-Term Care
Appointment Status: Term expires January 2, 2020

Member: Paul Boniferro, Commissioner
Deputy Attorney General
Ministry of the Attorney General
Appointment Status: Term expires June 30, 2019

Member: Steven Davidson, Commissioner
Secretary of the Cabinet
Regular Member
Appointment Status: Term concurrent with appointment as Secretary of the Cabinet

Member: Marie-Lison Fougère, Commissioner
Deputy Minister, Ministry of Francophone Affairs
Deputy Minister, Ministry for Seniors and Accessibility
Appointment Status: Term expires June 30, 2019

Member: Kevin French, Commissioner
Deputy Minister of Government Services
Ministry of Government and Consumer Services
Appointment Status: Term expires January 2, 2020

Member: Hillary Hartley, Commissioner
Deputy Minister of Consumer Services
Ministry of Government and Consumer Services
Appointment Status: Term expires January 2, 2020

Member: Shirley Phillips, Commissioner
Deputy Minister of Economic Development, Job Creation and Trade
Ministry of Economic Development, Job Creation and Trade
Appointment Status: Term expires June 30, 2019

Member: Deborah Richardson, Commissioner
Deputy Minister of Indigenous Affairs
Ministry of Indigenous Affairs
Appointment Status: Term expires January 2, 2020

OPS enterprise HR community (as of March 31, 2019)

The structure is as follows:

• Secretary of the Cabinet
  • Treasury Board Secretariat
    • Centre for Public Sector Labour Relations and Compensation
    • Office of the Public Service Commission
      • People Strategy and Organizational Performance Division
  • Ministry of Government and Consumer Services
    • Ontario Shared Services
      • Pay and Benefits Services Division
      • HR Service Delivery Division
  • Ministries
    • Chief Administrative Officers
      • Strategic Business Units
      • Cabinet Office, Commission Public Bodies, Ontario Provincial Police
  • Public Service Commission and Executive Development Committee (same level as the Secretary of the Cabinet)

Note: HROntario is comprised of the Centre for Public Sector Labour Relations and Compensation, Office of the Public Service Commission, HR Service Delivery Division and ministry Strategic Business Units. The broader HR community works in partnership with HROntario to deliver programs and services for the OPS. The HR community collaborates with the Anti-Racism Directorate, Ministry of the Solicitor General (formerly the Ministry of Community Safety and Correctional Services), to address systemic barriers and advance racial equity in the OPS.

OPS HR plan 2015-2020 at-a-glance

The OPS HR Plan 2015-2020: Building on our strengths – leading change for the future, includes the HR vision, priorities and accompanying strategies

HR Vision: to foster a high-performing public service that attracts and retains the best employees

Priority 1: Positive and Inclusive Workplace Culture

Strategies:

1. Safe and healthy workplace initiatives
2. Inclusive workplace initiatives
3. Employee engagement initiatives

Priority 2: Engaged and Innovative Leaders

Strategies:

1. Competency development and succession planning
2. Engagement of OPS leaders
3. OPS leadership strategy

Priority 3: Effective and Fair HR practices

Strategies:

1. Human capital plan for HR professionals
2. Simplified and integrated HR processes and systems
3. HR policy effectiveness, measurement and collective bargaining

OPS Values: trust, fairness, diversity, excellence, creativity, collaboration, efficiency, responsiveness

OPS workforce facts (as of March 31, 2019)

Average age of regular employees: 46.07.

Average age of regular employees at retirement: 59.9.

The average years of service for regular employees is 13.88.

The average salary is $83,560.

The average sick days taken in 2018 was 11 days.

Geographic Distribution of the OPS Workforce Compared to the Ontario Population

The section below shows the geographic distribution of the OPS Workforce compared to the Ontario population based on March 31, 2019 Workforce Information Network data. Ontario population data is based on the Ministry of Finance Population Projection Update as of July 2016. Due to rounding, totals may not add up to 100%.

Bargaining groups

The percentage of employees represented by bargaining agents is as follows:

The percentage of employees that belong to a non-bargaining group is 16%.

Gender in the OPS

This data is based on March 31, 2019 Workforce Information Network data. New hire data includes all new hires into the OPS and hires into the permanent workforce from fixed term contracts, from the period April 1, 2018 to March 31, 2019. Due to rounding, totals may not add up to 100%.

New hires into the OPS: 53% female, 43% male.

Breakdown by gender and compensation group:

Legend: Bargaining Group/Associations

OPSEU: Ontario Public Service Employees Union

AMAPCEO: Association of Management, Administrative and Professional Crown Employees of Ontario

PEGO: Professional Engineers Government of Ontario

OPPA: Ontario Provincial Police Association (Uniformed and Civilian)

ALOC/OCAA: Association of Law Officers of the Crown/ Ontario Crown Attorney's Association

PSAT: Provincial Schools Authority Teachers

AOPDPS: Association of Ontario Physicians and Dentists in the Public Service

Legend: Non-Bargaining Groups

Executives: Senior Management Group/Information Technology Executive Job Class 1, 2, 3, 4

MCP: Management Compensation Plan

OPPCOA: Ontario Provincial Police Commissioned Officers Association