Completed

Way Forward Commitment:

In an effort to determine where operations can be more efficient, our Government will review department organizational structures inclusive of management positions, functions and roles and responsibilities with a view to assess the appropriate management subordinate reporting relationships. By March 31, 2017, our Government will have completed a review of department organizational structures and management subordinate reporting relationships. We will then implement new human resource guidelines to reasonably optimize the number of direct reports to managers and/or directors based on the nature of the service and clientele, and to limit duplication of management personnel.

What We’ve Accomplished:

Savings Identified: $24 million

• 17 per cent reduction in management positions announced on February 22, 2017;
• Net reduction of 287 management level positions, including 90 vacant positions;
• New structure determined by a detailed review of departmental structures and management subordinate reporting relationships;
• 20 per cent of executive positions (Deputy Minister and Assistant Deputy Minister) eliminated in 2016; and,
• 31 per cent of communications positions eliminated in 2016.

News Releases

Provincial Government Implements Flatter, Leaner Management Structure

On-going

Way Forward Commitment:

In February 2017, our Government announced the implementation of a flatter, leaner management structure for core Government departments. In 2017-18, our Government will work with ABCs to undertake similar exercises to optimize the number of direct reports to managers, directors and executive members based on the nature of the service and clientele and to limit duplication of management personnel in those organizations.

What We’ve Accomplished:

• Newfoundland and Labrador Housing Corporation eliminated 14 of 76 management positions (an 18 per cent reduction), resulting in $1.4 million in annual savings with no impact to front line services.
• The Regional Health Authorities (RHAs) and the Newfoundland and Labrador Centre for Health Information committed to a net reduction of 93 positions, including 21 per cent of RHA executives, for a savings of $7.6 million annually.
• The Newfoundland and Labrador Liquor Corporation (NLC) restructured its executive resulting in savings of over $300,000 annually.

News Releases

Flatter, Leaner Management Structure Implemented for Regional Health Authorities and NLCHI

More Efficient Management Structure Implemented for Newfoundland and Labrador Housing Corporation

On-going

Way Forward Commitment:

Currently the Supreme Court of Newfoundland and Labrador and the Provincial Court of Newfoundland and Labrador have separate administrative structures. Our Government will work with both court systems to identify opportunities for collaboration and sharing of services in an effort to improve efficiency. This review will begin in 2017-18.

What We’ve Accomplished:

• The Department of Justice and Public Safety has met with the heads of court administration at Supreme Court and Provincial Court to engage in planning for the review.
• The review is completed, however it did not identify the desired efficiencies. As a result JPS continues to review this matter in an effort to identify opportunities for the sharing of services and to improve efficiency.

Completed

Way Forward Commitment:

The Department of Justice and Public Safety provides legal counsel to all core Government departments and often contracts external legal counsel for additional support. Legal services are a cost pressure for our Government. Our Government will undertake a review of the use of legal services within the core public service to identify opportunities for efficiencies. This review will be concluded by March 31, 2018. Our Government will also encourage ABCs to review their use of legal services to determine potential efficiencies.

What We’ve Accomplished:

• Surveys have been completed by legal services clients within the Provincial Government, lawyers within Civil Division in the Department of Justice and Public Safety, and other civil divisions across Canada.
• This review has been finalized. A report is expected to be posted online in the Fall of 2018.
• Government has also encouraged ABCs to review their use of legal services to determine potential efficiencies.

Executive Summary – Legal Services Review

As outlined in The Way Forward: Realizing Our Potential, Government committed to conduct a review of the use of legal services within government. Civil legal services, as opposed to criminal, are provided by the Civil Division of the Department of Justice and Public Safety, (JPS). The Civil Division provides a range of legal services to government including, where necessary, the retention of external counsel. It provides general legal advice to Government departments and agencies and handles Government’s litigation responsibilities, including general litigation and child protection litigation.

The solicitors in the Civil Division are divided into four units: Family Litigation, Corporate/Commercial, Central Agencies, and Civil Litigation.  The majority of these individuals are located in St. John’s but there are also solicitors operating out of offices in Grand Falls-Windsor, Corner Brook, and Happy Valley – Goose Bay.

There are three major categories of expenses in the Civil Division: Allowances and Assistance, Professional Services, and Salaries and Benefits. Court ordered damages or settlements negotiated by JPS solicitors are funded from the Allowances and Assistance fund. These liabilities arise from the activities of all government departments. The Professional Services Budget provides funding for the retention of external legal counsel and experts. External counsel expenditures which are ordered by the Court, necessitated by litigation, required to avoid a conflict, or result from judicial indemnification are not discretionary and must be funded. These expenses are often incurred on behalf of other government departments. The Salaries and Benefits budget covers 37 solicitors, five legal assistants, one paralegal and two articling students.

The methodology for the review included conducting: interviews with client departments; a jurisdictional scan on service/funding models; staff surveys, and; analysis of previous reviews of the Civil Division. The main findings of the review include:

• Given that settlements generally arise as a result of past conduct or events, there are limited means available to Government to limit such liability.
• Expenditures for court-appointed counsel have proven to be difficult for JPS to control, as JPS has little control over the events in which they will arise or the work being performed. The Court-mandated expenditures from this account have been growing in recent years.
• Most Civil Divisions in other Provinces and Territories require client departments to pay for external counsel.
• A number of different models for funding of government internal law firms exist in Canada. It is unclear if any of the models is actually more cost effective overall for a government.
• In-house counsel is the most cost effective way to provide legal services to a large corporation or a government. JPS’ Civil Division continues to be the cost effective manner to provide quality civil legal services and deal with legal claims on behalf of all government.
• Any further reductions in Civil Division staffing levels, beyond those experienced since 2009, and in particular 2013, will increase turn-around times, lower client satisfaction, increase workloads within the Civil Division and undoubtedly lead to additional expenditures on professional services.
• Client departments identified a need for either more legal services or faster turnaround time on existing work. While development of initiatives to facilitate continuing legal education, practice management, time management, and workplace wellness could produce some modest efficiencies, it is unlikely that this would completely address the demand expressed by client departments for more legal services or faster turnaround on legal services.

On-going

Way Forward Commitment:

Government currently has collections functions spread across multiple departments. The consolidation of collections activities within Government will reduce redundancy, increase the amount of money returned to the province and standardize collections processes. Consolidation will provide a unified view of all receivables owed to the province across multiple departments, which will enable cases to be prioritized based on total liabilities owed. Our Government will begin consolidation in 2017-18.

What We’ve Accomplished:

• The Department of Finance has recently assumed responsibility for the collection of outstanding student loans and is continuing to assess further opportunities to realize efficiencies.

Completed

Way Forward Commitment:

Engineering services are currently spread across multiple departments. Our Government will consolidate engineering services, as appropriate, within one department by March 31, 2017. The consolidation will enable better engineering project management and will maximize the use of professional resources and skills.

What We’ve Accomplished:

• Government announced the consolidation of engineering services on February 22, 2017.
• Transportation and Works is now the lead department for engineering services for the delivery of infrastructure for core government departments.
• This change has addressed instances of overlapping engineering services, such as those related to education infrastructure projects. In the past, engineering staff from both the Department of Education and Early Childhood Development and the Department of Transportation and Works were involved in design/construction projects for schools in the province. While the end goal was the same, each group had its own set of priorities and responsibilities, which could sometime contribute to a degree of inefficiency in project execution. Having a single engineering service in place removes duplication that existed previously, enables engineering resources to be assigned to a larger number and broader array of projects, and improves government’s ability to maximize the utility of this valuable skillset.

News Releases

Government Structure Realigned to Enhance Program and Service Delivery and Achieve Greater Efficiency

Completed

Way Forward Commitment:

Government marketing services are currently delivered through a decentralized model with marketing staff spread across multiple departments and agencies. The consolidation of marketing responsibilities and functions will result in stronger marketing resources within the public sector, increased efficiencies, effectiveness and success of Government marketing activities. This consolidation will be completed by March 31, 2017.

What We’ve Accomplished:

• Government announced the consolidation of marketing functions on February 22, 2017.
• Communications and Public Engagement Branch now serves as the central marketing unit. This consolidation will save approximately $1.3 million annually by bringing the majority of marketing and design work in-house.

News Releases

Government Structure Realigned to Enhance Program and Service Delivery and Achieve Greater Efficiency

On-going

Way Forward Commitment:

The Human Resource Secretariat currently provides payroll administration services to core Government, while the Department of Education and Early Childhood Development has a separate work unit for Teachers Payroll. To improve efficiency of payroll operations, in 2017-18, our Government will commence work to consolidate payroll functions.

What We’ve Accomplished:

A committee was formed to review the requirements for consolidation, any issues or barriers to consider, and to outline a potential approach.

Significant Progress

Way Forward Commitment:

Our Government faces increasing citizen service delivery expectations. The use of online and mobile platforms, such as smart phones and tablets, has changed the way people interact to share information and access services. This has driven citizen demand for change in how they interact with Provincial Government services.

Committed to in Phase 1, our Government has recently completed a survey of Newfoundland and Labrador residents on service delivery expectations. The data collected from this survey will help inform the next phase of our transformation from a paper-based application culture to a digital-by-design model. To begin to implement this model, in 2017-18, our Government will create a Digital-by-Design Project team to identify areas of service delivery that could be redesigned to provide the ability to use the services they require when they want and how they want. Also in 2017-18, work will continue on consolidating toll-free numbers for Provincial Government services to provide more streamlined access for Newfoundlanders and Labradorians.

What We’ve Accomplished:

• An inventory of Government toll-free numbers, with consolidation recommendations, was completed. A review of the recommendations and consolidation is underway.
• An implementation roadmap has been developed to transform our Government to digital-by-design; this includes the integration of multiple services in an online format, which will make it easier for clients to do business with Government.
• On April 24, 2018 our Government released a five-year plan to enhance government services for residents by making services “digital-by-design.” Through this plan, government will fully realize the new approach of “One Client. One GovNL. One Relationship.”

News Releases:

Premier Ball Launches Next Phase of Actions Through The Way Forward

The Digital Way Forward: Government Unveils Five-Year Plan to Make Service “Digital By Design”

Provincial Government Launches Digital MyGovNL Pilot for Motor Registration Division

On-going

Way Forward Commitment:

Public assets include everything from land, buildings, marine vessels and aircraft to equipment and machinery, infrastructure and computer software. At the end of the 2016-17 fiscal year, these assets had a net book value of $4.3 billion. While many assets serve a valid purpose, helping provide Newfoundlanders and Labradorians with the services they need, some may no longer provide a net return on investment or meet a strategic policy objective.

In 2018-19, our government will develop an Asset Management Framework to help departments determine how to divest of assets in a manner that ensures optimal social, economic and financial return. In some cases, this may entail selling the asset, while in other instances it may require giving the asset a new purpose within the public sector or in the community. In the meantime, our government will seek opportunities to optimize assets to ensure that they generate an economic benefit for the province.

What We’ve Accomplished:

• The Provincial Government has determined it has no use for the site of the former Grace Hospital Nursing Residence. TW engaged consultant Pinchin LeBlanc Environmental during the year to conduct a hazardous building materials assessment which has now been completed. This will be followed by the engagement of an appraiser to conduct an overall property assessment. These efforts will inform next steps, including the sale of the property and removal of the building.
• An Expression of Interest was issued in fall 2018 for the Harbour Grace court house. A proposal was received and next steps are under consideration.
• Public Disposal of the College of the North Atlantic Springdale Campus Bulding closed on January 24, 2018, with a winning bid of $336,000. An Agreement of purchase and sale is now being finalized.
• As of September 30, 2018, 112 vehicles had been removed from the light-duty fleet since April 1, 2018, meeting government’s vehicle reduction commitment. Efforts are continuing toward improved efficiency and cost-effectiveness.
• Sale of the out-of-commission MV Earl Winsor has been completed with a return of approximately $20,000, while a sale of two surplus, older model water bombers and parts has been completed with a return of over $800,000.
• We are also continuing efforts to optimize the leased office space that we need for providing services. As of January 26, 2019, the cumulative reduction in Government’s leased office space was 103,224 square feet from 2016. This equates to approximately $2.9 million in rental savings annually.
• On June 29, 2018, the Provincial Government announced plans to enhance Marble Mountain Ski Resort as a provincial tourism asset through private sector involvement. A Request for Proposals has been issued to seek private sector interest and will accept proposals for base development, management as well as lease or sale or other potential investment opportunities for the resort.

News Releases:

Government Provides Update on Grace Hospital Nursing Residence, Management of Assets

Provincial Government Exploring Opportunities for Marble Mountain Ski Resort

Completed

Way Forward Commitment:

As we continue to increase financial accountability and adopt best practices in governance and financial reporting, our Government will expand the role and composition of the Government-wide Audit Committee. This includes implementing changes to the current committee to allow for external membership, as recommended by the Auditor General. The purpose of the Audit Committee is to foster a positive and effective internal control environment by monitoring and reporting on matters related to financial reporting, governance, and efficiency and effectiveness of provincial programs. In 2017-18, our Government will appoint external members to the Government-wide Audit Committee and the Committee will begin working on their expanded role.

What We’ve Accomplished:

• In 2017-18, the Government-wide audit committee was established with external membership participation.
• The committee has been a strong advocate for the internal audit function and has been active in reviewing the progress of the government-wide fraud management program. The committee played an active role in the Province’s financial reporting by reviewing the Public Accounts with the Auditor General and Comptroller General.

Completed

Way Forward Commitment:

Currently, financial assistance for medical transportation is provided through two different programs, one for beneficiaries of the Medical Care Plan who incur substantial out-of-pocket travel costs to access specialized insured medical services not available in their community and another for individuals receiving income support services. Our Government will launch a single provincial medical transportation financial assistance program that combines existing provincial medical transportation resources into a single, efficient and equitable program. Over the next six months, our Government will pilot this approach with a select group of clients and implement full roll-out in 2017.

What We’ve Accomplished:

The transfer of medical transportation service for Income Support clients from the Department of Advanced Education, Skills and Labour to the Department of Health and Community Services for administration under a single window service has been completed. Continuing from this transition, efforts to improve the efficiency and timeliness of the service are ongoing.

Significant Progress

Way Forward Commitment:

To demonstrate our ongoing commitment to creating and supporting an environment where entrepreneurship and innovation can flourish, there is a need to improve integration of funding provided by departments and agencies to businesses. A range of business financing instruments are available. A review is required to determine if all are still relevant in today’s economy and whether any gaps exist for companies. Our Government will improve the integration of business financing programs, which are currently provided by multiple departments and agencies. Our Government will also complete an analysis of existing non-commercial economic development funding to improve Government-wide collaboration and maximize resources.

In 2017-18, our Government will establish key performance indicators for business financing programs to ensure economic development objectives are being met, with a focus on better processes to improve coordination, efficiency and effectiveness. In addition, we will communicate and implement enhancements and/or modifications to business financing programs.

What We’ve Accomplished:

• A Deputy Ministers’ Committee and a Senior Officials’ Committee were established to define the in-scope programs, and ensure a consistent approach was applied to the review of programs.
• TCII and stakeholder departments are working together to finalize the framework. The identification of key performance indicators is a key part of the deliverable.
• In 2018-19, we will continue to take steps to ensure: programs offered to business are the most effective in helping them succeed; programs are delivered in a timely and efficient manner; and program gaps identified are addressed.

Completed

Way Forward Commitment:

Supporting economic and labour market growth requires coordination and collaboration between the province’s two public post-secondary institutions and other stakeholders, such as Indigenous Governments and Organizations, business and industry. Our Government will work with Memorial University and College of the North Atlantic to enable them to increase the amount of research programs and initiatives undertaken at both institutions, to identify ways for the University and the College to collaborate, partner and pool resources in applied research areas and to assist in supporting and facilitating the transfer of students between the two institutions.

Our Government has formed a Council of representatives from the Provincial Government, Memorial University and College of the North Atlantic. The Council held its first meeting on March 23, 2017. The Council will meet at least twice annually and Government will report on outcomes and recommendations regularly.

What We’ve Accomplished:

• The Council on Higher Education is made up of representatives from the Department of Advanced Education, Skills and Labour, College of the North Atlantic and Memorial University including a student representative from each post-secondary institution. The Council on Higher Education aims to increase collaboration and foster cooperation between Memorial University of Newfoundland and College of the North Atlantic.
• The Council convened March 23, 2017 and has met four times since, on December 4, 2017, March 12, 2018, June 20, 2018, and October 15, 2018.
• The Council has identified three priority areas for collaboration:
  • Enhance articulation and transfer opportunities;
  • Enhance applied research programs and projects; and
  • Enhance Indigenous Education programs and supports.
• The Council has approved the creation of an Advisory Committee and sub-committees consisting of representation from the Government of Newfoundland and Labrador, Memorial University and College of the North Atlantic, to guide and support the work of the Council.
• In 2018-19, the Council on Higher Education will identify opportunities for Memorial University and College of the North Atlantic to partner and pool applied research resources to support the growth of provincial priority sectors. As educational attainment is vital to labour market attachment and success, the Council will also identify ways to facilitate and further support the transfer of students between the two institutions.

News Releases

Minister Byrne Convenes Council on Higher Education

Members Appointed to Memorial University Board of Regents, College of the North Atlantic Board of Governors

Council on Higher Education Continues Its Work

Significant Progress

Way Forward Commitment:

Our Government will proceed to procure the Corner Brook Long Term Care Facility, beginning in 2017. This project will proceed following a value for money assessment which will identify the best method for designing, building, financing and maintaining this new facility. Residents will benefit from receiving high quality care in a modern facility.

What We’ve Accomplished:

• The construction of the new long-term care facility in Corner Brook was announced on January 20, 2017.
• The proponent was selected for the project in November 2017 following a public Request for Proposals.
• A project agreement was signed in December 2017.
• Construction of the facility has begun and is scheduled to be completed by 2020.

News Releases

Update Provided on Procurement for New Corner Brook Long-Term Care Facility

Proponent Selected for Long Term Care Facility in Corner Brook

Milestones Reached in Development of Western Newfoundland Health Care Campus

Provincial Products and Services Showcased at Hospital Procurement Business-to-Business Event

Provincial Government Provides Update on Construction of Corner Brook Long-Term Care Home

On-going

Way Forward Commitment:

In 2017-18, our government implemented a flatter, leaner management structure for the core public service and in select ABCs. In 2018-19, we will continue to work with ABCs to lower operational costs in a manner that is mindful of service delivery requirements and attrition policies.

What We’ve Accomplished:

• Our Government has implemented zero-based budgeting and initiated reviews for some agencies, boards and commissions.
• A Request for Proposals has been issued to seek proponents to provide mobile communication technology services for provincial departments, agencies, boards and commissions at more competitive rates. Proposals will be accepted until August 15, 2018.

News Releases:

Provincial Government Issues Request for Proposals for Better-Value Mobility Services

New Act Gives Provincial Government Greater Access to Workforce and Compensation Information from Agencies, Boards and Commissions

Significant Progress

Way Forward Commitment:

The public sector must have a physical presence throughout the province to deliver the health, education and other services Newfoundlanders and Labradorians require. This means that the public sector leaves a significant – and costly – footprint in terms of office space and storage requirements. Our government set a target to reduce, in 2020, our leased-space footprint by 110,000 square feet over 2016 requirements. Reductions in leased-space requirements are saving taxpayers approximately $2.7 million annually. We are now setting our sights even higher by committing to a 130,000 square foot leased-space reduction in the same period.

What We’ve Accomplished:

• As of January 26, 2018 the cumulative reduction in Government’s leased office space was 103,224 square feet from 2016. This equates to approximately $2.9 million in rental savings annually.
• Lease reduction activities included:
  • Relocating the NLESD District Office from Atlantic Place to Government-owned space on Elizabeth Avenue;
  • Moving CSSD offices to the Confederation Building complex;
  • Relocating AESL offices from leased space to Government-owned Petten Building;
  • Moving some TCII offices from leased space to Confederation Building complex;
  • Moving AESL offices to the Confederation Building complex;
  • Moving the Human Rights Commission, Labour Relations Board and the JPS Fines and Administration Division into the Natural Resources Building on Elizabeth Avenue;
  • Relocating TCII employees from two Millbrook Mall locations to the Sir Richard Squires Building in Corner Brook;
  • Secured lease arrangements to relocate FLR employees from 17 divisions to a single office space in Corner Brook;
  • Secured lease arrangements to consolidate government offices in Happy Valley-Goose Bay, including TCII, CSSD, MAE, and OCIO, and including space for the Office of the Premier and the MHA for the District of Lake Melville; and,
  • Secured a new lease arrangement to consolidate multiple government offices in Gander into a single lease.

News Releases

Government Fulfils Way Forward Commitment to Reduce Building Footprint

Government Provides Update on Grace Hospital Nursing Residence, Management of Assets

Relocating Department of Fisheries and Land Resources Offices in Corner Brook to Save Taxpayers $560,000 Annually

Consolidation of Government Offices in Happy Valley-Goose Bay Results in Savings for Taxpayers

Significant Progress

Way Forward Commitment:

Following on our commitment to reduce costs associated with owning and operating over 3,000 light-duty, heavy equipment and utility vehicles, we have conducted a review of our fleet, which cost taxpayers $32 million to maintain in 2016-17. In 2018-19, our government will achieve a 10 per cent reduction in its inventory of light-duty vehicles, which equates to 112 fewer vehicles and a savings to taxpayers of approximately $500,000 annually through lower maintenance requirements. This will be done by consolidating the management of the fleet.

Our government is committed to exploring other efficiency options for our vehicle fleet, including establishing a pooled-usage system, centralizing repair and maintenance services, and procuring vehicles that are more fuel-efficient.

What We’ve Accomplished:

• As of April 1, 2018, the management of the Provincial Government’s fleet of light-duty vehicles was consolidated in the Department of Transportation and Works and efforts have been underway since that time to realize efficiencies.
• The size of the fleet has been reduced by 10 per cent.
• Vehicle pools have been established in St. John’s, Clarenville, Gander, Grand Falls-Windsor, Corner Brook, and Happy Valley-Goose Bay and an online booking solution has been implemented.
• New fuel and maintenance cards have been introduced to centralize repair and maintenance services for all light duty vehicles.
• Have begun replacing higher consumption vehicles with more fuel efficient options (e.g., compact cars).

News Releases:

Government Provides Update on Grace Hospital Nursing Residence, Management of Assets

On-going

Way Forward Commitment:

Our government is undertaking a review of more than 200 public sector ABCs to assess levels of activity and areas of duplication. This review will include advisory, regulatory and adjudicative ABCs, with a focus on those without permanent staff. In 2018-19, our government will continue reducing the number of ABCs.

What We’ve Accomplished:

• A review of Government entities is on-going.
• All of the funding, programs and services of the Research and Development Corporation are now supported and delivered by the Department of Tourism, Culture, Industry and Innovation, resulting in better alignment of programs and services and increased collaboration and greater opportunity to leverage funding from federal and industry partners. This reorganization has saved $3.12 million.
• Newfoundland and Labrador Ocean Enterprises Limited (NOEL) and its subsidiary, Marystown Shipyard Limited, (MSL Ltd.) operated as an arms-length Crown Corporation with a board of directors reporting to the Minister of Tourism, Culture, Industry and Innovation. Both entities were dissolved in September 2017.
• The combined savings of these two organizational changes saved more than $3.1 million.

News Releases

Provincial Government Announces Creation of InnovateNL

On-going

Way Forward Commitment:

Shared services involves the central processing of transactions and services for one or more back-office functions on behalf of several business units within an organization. We will continue to take steps to consolidate corporate services for various accounting and finance processes, such as accounts receivables, collections, accounts payables, banking, payroll and purchasing, as well as human resources and information technology. In 2017-18, we initiated the development of a shared-services work plan and, in 2018-19 we will work with partners in ABCs to identify specific shared-services opportunities for implementation.

What We’ve Accomplished:

• In 2017-18, a work plan was developed to identify steps required to share back office functions.
• The Department of Health and Community Services is now implementing a province-wide shared services model for supply chain management in the health care system. Once fully implemented, the shared services model is expected to result in annual savings in excess of $13 million.

News Releases

Minister Haggie Announces Implementation of a Shared Services Model for Supply Chain Management

On-going

Way Forward Commitment:

Achieving maximum value for money is a priority for our government. Every year, the core public service spends hundreds of millions of dollars to acquire the various goods and services required to deliver the public services on which Newfoundlanders and Labradorians rely. A strategic sourcing approach has the potential to bring this number down while maintaining the quality of public services and supporting local economic activity in a manner consistent with trade obligations.

Using the new Public Procurement Act, our government will adopt a strategic approach to procurement that maximizes opportunities for public bodies to purchase commodities through joint and group purchasing initiatives and enables the province to leverage the purchasing potential of intergovernmental arrangements, such as those announced under the Atlantic Growth Strategy. Our approach will also consider opportunities to strengthen our economic base by purchasing from local businesses where appropriate.

What We’ve Accomplished:

• With respect to strategic approaches to procurement, the Public Procurement Agency (PPA) continues to work with the federal government under the terms of the National Master User Agreement in an effort to identify commodities that NL public bodies may be able to acquire under the benefits of that agreement.
• PPA recently issued a request for proposals for an e-procurement tool and are working with other public bodies that are exploring the use of a similar tool so that they may avail of resulting solution if it meets their needs.

On-going

Way Forward Commitment:

The advancement of technology has changed the way people work and has enabled employees to increase their mobility. With access to mobile tools such as laptops and smart phones, some workers can work anywhere at any time. Our Government will develop innovative work arrangement policies which support employees working in remote locations, virtual offices or shared work spaces.

By March 31, 2018, Service NL will explore virtual offices for suitable functions. If adopted, employees will be supported to use mobile technology to work without dedicated office space, accessing shared work space on an as needed basis.

What We’ve Accomplished:

• Service NL’s AMANDA information management system was updated during the third quarter of 2017-2018. Enhancements and improvements to the system, including the procurement of mobile device hardware have been initiated and will continue into 2018-2019 and 2020.
• The Office of the Chief Information Officer is currently working on implementing a mobile inspection solution that will introduce efficiencies and allow inspectors to spend more time in the field performing inspections and investigations. The use of mobile devices will result in a reduction in paper work. As well, the current practice of completing a paper inspection report followed by manually entering the same information into the information management system upon the return to the office will be eliminated.
• The co-location of the Service NL and Service Canada offices in St. Anthony is targeted for 2019. Co-location will result in more efficient public access to provincial and federal services in the St. Anthony area. Other federal – provincial co-location opportunities will be explored during 2018-2019.
• Service NL is part of a joint tender, with other Government Departments, for office space in Gander. Co-location of Provincial Government offices in Gander will result in more efficient public access to services in the Gander area. As well, from an operations perspective, the co-location of Government Departments may introduce efficiencies and cost savings due to shared waiting areas, reception, boardrooms, etc.
• Service NL’s office in Happy Valley-Goose Bay is now co-located with the Department of Advanced Education, Skills and Labour. Other opportunities for co-location and joint office space will be explored.

On-going

Way Forward Commitment:

Given that more than 5,000 public-sector employees across government departments, agencies, boards and commissions are currently eligible to retire, our government will lead careful workforce planning to reduce the size of the public service and gradually lower spending, in a manner that maintains service delivery and protects a vulnerable economy. This approach will include attrition management as employees retire or resign.

Details on the progress of this action will be released as they become available.

Completed

Way Forward Commitment:

In preparing for Budget 2017, our Government is implementing a zero-based budgeting approach. In previous years, departments had a base budget and justified funding requirements under the assumption that the base budget was already approved. Under the zero-based budgeting approach, departments will need to build their budget requests from zero and justify any continued investment in all areas of operation. Government agencies, boards and commissions will also be required to follow the zero-based approach for discretionary spending areas.

What We’ve Accomplished:

• To date, zero-based budgeting has saved Government more than $70 million annually.
• All departments were notified of Budget 2017 zero-based budgeting guidelines for budget preparation.
• Departments were required to build budget requests from zero and justify any continued investment in all areas of operation.
• Savings identified are primarily operating reductions such as transportation, communications, supplies, purchased services, professional services, and property furnishings and equipment.
• Implementation of zero-based budgeting continued to inform Budget 2019.

News Releases

Advancing The Way Forward: Premier Ball Delivers Report Card and Next Phase of Actions