Department of

Human Resources

Annual Report
2013-2014
Department of
Human Resources

Annual Report
2013-2014
Department of Human Resources

Annual Report
2013-2014
Published by:

Department of Human Resources

Government of New Brunswick
Chancery Place
P. O. Box 6000
Fredericton, New Brunswick
E3B 5H1
Canada

Printed in New Brunswick

PRINT (bilingual): ISBN 978-1-4605-0622-6

PDF (English): ISBN 978-1-4605-0623-3
PDF (French): ISBN 978-1-4605-0624-0

ISSN 1703-5058 (Print edition)

ISSN 1703-5066 (Online edition)

10084
The Honourable Jocelyne Roy Vienneau
Lieutenant-Governor of New Brunswick

May it please your Honour:

It is my privilege to submit the Annual Report of the Department of Human Resources, Province of
New Brunswick, for the fiscal year April 1, 2013, to March 31, 2014.

Respectfully submitted,

Kelly Cain
Deputy Minister
Table of Contents
Deputy Ministers Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Strategic Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Performance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Employee Relations and Organizational Health Division . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Human Resource Policy and Programs Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Pensions and Employee Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Financial Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Summary of Staffing Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Summary of Official Languages Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Summary of Recommendations from The Office of The Auditor General . . . . . . . . . . 21

Appendix A Pension Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Appendix B Non-Pension Benefits Summary . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Appendix C Total Pension Administrative Cost Per Total Client ($) . . . . . . . . . . . . . . . . 26

Deputy Ministers Message
The Department of Human Resources (DHR) is a central enabler to GNB Departments/Agencies. From
supporting over 29,000 retirees and over 51,000 active members province-wide, to negotiating collective
agreements with 24 different groups, the work DHR does is critical to ensuring GNBs most valuable asset its
employees are supported in driving key business objectives.

This years annual report focuses on performance reporting, which provides the structure for the department
to measure its progress on meeting its goals, in alignment with the strategic themes of the Province.

Over the past year, the department has focused on continuous improvement to increase efficiency and
accountability, while improving services to our clients and streamlining administration. The department also
continues to provide leadership with regards to corporate projects such as active attendance management
and utilizing attrition to reduce the size of the GNB workforce.

As GNB continues to integrate continuous improvement into business planning, human resources will play a
critical role in ensuring that we have a high-performing and engaged workforce equipped to deliver results
for government.

Kelly Cain
Deputy Minister

1
Highlights
The department managed 11 separate legislated or contractual pension plans for employees under Parts I,
II, III and IV, as well as some quasi-public organizations. The various pension plans cover in excess of 51,000
active contributors and more than 29,000 pensioners. In addition, the department implemented pension
reform for the plans that adopted the shared risk pension model.

*
The department successfully negotiated contracts with six bargaining groups.

*
The department completed and implemented a joint job evaluation study for nurses. As per Letters of Intent
signed during the collective bargaining process, staff worked on joint job evaluation studies with CUPE 1190
and CUPE 1418.

*
The department provided advice and guidance to the Womens Issues Branch on the job evaluation process
and compensation analysis in support of pay equity. The department led pay equity studies for the following
groups: Professional Support, CUPE 2745, Court Stenographers, Specialized Health Care Professionals and
Para Medical. Pay equity studies were completed for Nurses and Laboratory & Medical.

*
The department implemented aspects of Performance Excellence as Wave III adopters. The department
made visible gains in building a customer-focused culture, and staff implemented successful process
improvements.

The time to undertake the position establishment and classification process was reduced by 70%; from 30
days to 11 days.
The time to undertake Human Resource Transaction (HRTs) was reduced by 63%; from 30-80 days to 11
days.
Forty-five department employees (40%) participated in Waste Walks identifying 116 potential
improvements. A waste walk is a systematic approach to identifying and eliminating waste. Through these
activities our organizations are continually focused on improvement.

*
The Equal Employment Opportunity (EEO) Program enabled a total of 80 individuals to find long and short-
term employment. Twenty individuals were placed through the EEO Program:

5 Aboriginals
10 persons with a disability
5 persons from a visible minority group
Sixty individuals were hired through the Student Employment and Experience Development (SEED) program:

9 Aboriginals
27 persons with a disability
24 persons from a visible minority group
These 60 students benefited from career-related summer employment and gained useful job skills and
valuable work experience.

2
Strategic Priorities
Strategy Management
The Government of New Brunswick (GNB) has implemented a formal management system built on leading
business practices to develop, communicate and review strategy. This process provides the public service with
a proven methodology in both public and private sectors to execute strategy.

The formal management system starts with a strategic vision. The government expresses its vision through the
themes for a stronger economy and an enhanced quality of life while living within our means. This strategic
vision is articulated through the strategy map, which is a tool to provide focus and overall direction for
improvement.

The Perspectives of the Strategy Map

The strategy map focuses on whats important to citizens: stimulating job creation and getting more people
working; access to necessary programs and services; and providing value for their tax dollars.

The financial perspective addresses the financial requirements needed to sustainably support the
commitment to citizens, stretching across all three themes of the vision. The financial perspective focuses
on supporting the private sector to stimulate growth, ensuring the government lives within its means by
achieving a sustainable budget, and funding priority programs to contribute to an enhanced quality of life.

The internal processes are governments direct role in achieving the vision. They are the strategic
improvements government needs to successfully implement to achieve the vision. Each department sets its
own goals and priorities within the strategic themes to match its programs and specialized needs.

The enablers ensure that GNB is ready to execute the strategy through internal processes. Leaders and
employees need to develop and demonstrate behaviours that engage others to ensure the success of
strategic projects. Leaders need the right information at the right time to make strategic decisions, and the
culture must align and recognize those who contribute to achievement of the strategy.

Department of Human Resources Strategy Map

The Department of Human Resources was proactive in adopting GNBs formal management system ahead
of the planned schedule. This process is part of a cultural change to increase efficiency and accountability,
improve services to the public, and streamline administration.

The strategy map on the following page is a blueprint for describing, measuring and aligning the
departments focus. It provides the link with the strategic themes of the Government of New Brunswick and
outlines the departments priorities for 2013-2014. All projects undertaken by the department align to one
of the strategic themes set out by the province. The map contains the departments mission statement, with
specific objectives on where to focus improvement efforts.

DHR is a key enabling Department within GNB, which supports the readiness of the GNB workforce to drive
strategy objects and priorities. The department is called an enabler because it provides services and support
for GNB Departments/Agencies that provide service directly to NB citizens/public. While the front line
Departments focus largely on delivering services to citizens, DHR provides internal processes and services
like leadership development, talent management, labour relations, pensions and benefits administration, and
many other services that are essential to operate the large-scale and multi-faceted GNB organization.

3
 DHR Strategy Map | 2013 2014
Providing quality services to support a prosperous, fair and just society for New Brunswick.

VISION
A stronger economy and an enhanced quality of life, while living within our means.
2015
DHR Mission: Human resource leadership to enable a high performing GNB workforce.

Customers People Readiness Performance Excellence Culture

GNB/Dept. Align leadership talent to drive execution of GNB Strategy Align department performance to GNB Strategy
Leadership Teams

Internal Attract, retain and Align and optimize Align performance Align compensation and
Processes develop talent workforce to GNB strategy to results benefits to GNB strategy
Grow leadership talent Improve attendance Align performance Implement pension reform
management and pay
Increase the # of process Reduce positions to the GNB formal Standardize
improvement facilitators through attrition management system negotiation process
Engage employees through Reduce turn-around time Negotiate corporate
alignment to strategy for position classification HR Initiatives into all
collective agreements

Enable People Readiness Performance Excellence Culture

GNB HR Build HR capacity to drive Align HR leadership talent to Align HR performance to Build continuous
Community GNB business results drive execution of GNB Strategy GNB Strategy improvement competencies

NB PUBLIC SERVICE VALUES: COMPETENCE IMPARTIALITY INTEGRITY RESPECT SERVICE

4
Performance Measures
Based on the strategy map, a framework that translates the organizations strategy into a set of objectives
and performance measures is developed. This allows the department to measure progress in meeting
objectives. The performance measures do not reflect all of the day-to-day operations of the department, but
rather the strategic areas where it needs to focus improvement efforts. The following table summarizes the
performance measures for the Department of Human Resources for 2013-2014.

Strategic Theme: Living Within Our Means Measure:

Positions reduced and savings achieved through

Prioritize, optimize and improve processes
attrition - Parts I, II, III

Enablers (HR, IT, Performance Excellence Culture): Measures:

Employee Engagement Survey - 3 question average

for Parts I and II

Voluntary turnover rates of regular employees for

each of Parts I, II, and III
Align leadership talent to drive execution of GNB
Strategy
Average number of sick leave days in the NB Public
Service for each of Parts I, II, and III

Percent of employee performance reviews

completed in Part I

5
Living Within Our Means:
Prioritize, optimize and improve processes

Measure:
Positions reduced and savings achieved Number of Positions
through attrition - Parts I, II, III.
Reduced in 2013-2014
Description of measure:
The number of positions reduced through
attrition, and the savings achieved.
800
Overall performance:
A total of 766 positions were reduced, well

No. of positions
above the 597 target. 600
Baseline: 279 positions the prior year (2012-2013).
Target: 597 400
Actual: 766

200
Why do we measure this?
2013-2014 was the second year of a three-year
initiative to reduce the size of the workforce 0
in Parts I, II and III by 1,500 employees by
taking advantage of the estimated 4,500 All Parts
voluntary employee exits during that period. Base (2012-2013) Target Actual
Departments are being encouraged to review
how they provide programs and services to the
public in order to allow them to replace two
out of every three vacant positions.

What projects were undertaken in the reporting year to achieve the outcome?
DHR assigned specific attrition targets to all Parts of GNB in order to reduce the number of positions. Wage
budgets were also reduced in order to drive achievement of targets. The successful achievement of the
attrition objective occurred due to the many projects and actions undertaken within Departments and
agencies across GNB.

6
Enablers:
Align leadership talent to drive execution of GNB Strategy

Measure:
Percent of employees who are engaged.

Description of measure:
% of Employees Who Are
To measure the level of employee Engaged
engagement in delivering GNB services.
70%
Overall performance:
Employee engagement exceeded the targets
for both Parts I and II.
60%
Baseline: See table 50%
Target: See table
Actual: See table
40%
Part Base Target Actual Part I Part II
I 55% 60% 65%
II 61% 66% 67% Base Target Actual

Why do we measure this?

The success and continuous improvement of the services provided by GNB is dependent on the engagement
of its employees.

What projects were undertaken in the reporting year to achieve the outcome?
The implementation of performance excellence across GNB provided employees with clarity of objectives
and opportunity to increase their engagement and contribution to improving services.

Many organizations within GNB implemented engagement action plans in response to their employees
input.

7
Enablers:
Align leadership talent to drive execution of GNB Strategy.

Measure: % of Employees
The percentage of employees leaving GNB
(excluding retirement). Leaving GNB in 2013-2014
Description of measure: 6%
Voluntary turnover rates of regular employees.

Overall performance: 5%

% of Employees
Turnover is within the desired ranges.
4%
Baseline: See table
Target: See table 3%
Actual: See table

Part Base Target Actual

2%
I 2.52% 2-5% 3.21%
1%
II 0.31% <or= 5% 0.60%
III 2.44% 2-5% 2.85% 0%
Part I Part II Part III
Why do we measure this?
The degree of employee turnover is an industry-standard measure for organizations that provides an
indication of workforce dynamics.

What projects were undertaken in the reporting year to achieve the outcome?
(no specific projects were run by DHR)

8
Enablers:
Align leadership talent to drive execution of GNB Strategy.

Measure: Average Number of Sick Leave Days

Average number of sick leave days in the NB Used in 2013-2014
Public Service.
14
Description of measure:
The average number of paid sick leave days used 12
by GNB employees.
10
Overall performance:
Although many areas of GNB reduced their use 8
of paid sick leave, the year-end targets were not
realized. 6
Baseline: See table Part I Part II Part III
Target: See table
Actual: See table Base Target Actual
Part Base Target Actual
2012-2013
I 8.60 7.23 8.10
II 9.08 8.13 9.14
III 12.40 10.95 12.22

Why do we measure this?

2013-2014 was the second year of a three-year initiative to reduce the average annual use of sick leave days
among GNB employees by 20%. When employees are absent from the workplace there is direct impact to
services, lost productivity of the work unit, and increased costs when sick staff need to be replaced (e.g. in
healthcare and schools).

What projects were undertaken in the reporting year to achieve the outcome?
DHR began work on a comprehensive Attendance Support Program including a new Attendance Support
Guide for Immediate Supervisors and training of human resource staff to support improved attendance
management in Part I.

Part III already has an attendance management program in place while a similar program is being designed
for Part II.

9
Enablers:
Align leadership talent to drive execution of GNB Strategy.

Measure: Percentage of Performance

Percent of employee
performance reviews completed
Reviews Completed in 2013-2014
in Part I.
100%
Description of measure:
The percentage of employees Base
in Part I of GNB that received an 90% (2012-2013)
annual performance review.
Target
Overall performance: 80%
The number of performance
reviews completed was 80%,
below the target of 90%. This 70% Actual
was however an improvement
from 66% completed the year
prior. 60%
Baseline: 66% of employees Part I
received a review the year prior
(in 2012-2013).
Target: 90% of employees to
receive an annual performance review.
Actual: 80%

Baseline
Target Actual
(2012-2013)
66% 90% 80%

Why do we measure this?

Providing employees with clear work objectives and assessment of their performance is a foundation of
GNBs performance excellence system. Providing employees with timely performance reviews is essential to
ensure achievement of work activities.

What projects were undertaken in the reporting year to achieve the outcome?
DHR increased awareness of the importance of completing performance reviews by implementing a more
rigorous and accountable tracking process. The department also started working on improvements to the
GNB performance management system so that is will support and enable the GNB Formal Management
System. This is expected to be completed in 2014-2015.

10
Overview of Departmental
Operations
The Department of Human Resources provides human resource leadership to ensure a high performing
GNB workforce. The Department provides strategic direction and advice related to government-wide human
resource policies and initiatives such as official languages, diversity and leadership development; develops
and implements innovative corporate human resource policies and practices; and fulfills legislative and
delegated responsibilities for recruitment, compensation, pensions and benefits, employee development,
organizational health and labour relations.

In 2013-2014, the department employed up to 115 individuals on a full time, casual or contract basis. This
was the same number as 2012-2013.

The departments responsibility extends to Part I (departments), Part II (school districts), Part III (health sector)
and, in some instances, Part IV (crown corporations).

Minister
Robert B. Trevors

Deputy Minister
Kelly Cain

Employee Relations & Human Resource Policy and

Pension & Employee Benefits
Organizational Health Programs
Troy Mann
Frdric Finn Peter Trask

11
Employee Relations and Organizational Health Division
The Employee Relations and Organizational Health Division is responsible for labour relations, including
the negotiation and administration of 24 collective agreements; job classifications; compensation policy;
wage bill administration; workforce size and profiles; attendance management and healthy workplaces
initiatives; and corporate human resource research, reporting and analysis for Parts I, II and III of the New
Brunswick Public Service. The division has 21 staff, and is organized in three branches.

The Labour Relations Services Branch is responsible for all labour relations matters for Parts I, II, and III. This
branch promotes the development of employee relations that are responsive to the needs of departments,
schools, hospitals and their employees while meeting overall government objectives. Responsibility areas of
the branch include:

negotiation, interpretation and administration of collective agreements covering all 40,000 unionized
employees in Parts I, II and III of the public service;
receiving and resolving grievance referrals to arbitration; and
development and delivery of labour relations workshops to line managers and human resource
specialists.
The Compensation, Classification and Corporate Research Branch develops, delivers and supports
corporate compensation, human resource programs and services to sustain an efficient, quality Public
Service in Parts I, II, and III. Responsibility areas of the branch include:

development and implementation of pay plans;

development and administration of job evaluation methodologies and position classifications for Parts I, II
and III of the Public Service;
provision of a compensation information and costing service to support the collective bargaining and
compensation policy;
corporate research and analysis of GNBs workforce size, profiles and wage bill; and
working with unions towards application of pay equity in Parts I, II and III of the Public Services pursuant
to the Pay Equity Act, 2009.
The Healthy Workplace Branch is responsible for the implementation of the new Attendance Support
Program. As GNB continues to strive to become a performance-based organization, supporting employee
attendance at work is critical to achieving organizational performance. The Attendance Support Program is a
comprehensive and positive step-by-step approach with the objectives of:

promoting regular attendance at work and a healthy workplace;

supporting individual employees to overcome difficulties that adversely affect regular attendance and to
help prevent attendance concerns from escalating;
providing guidance and training to management staff who are responsible for managing attendance
concerns; and
managing attendance fairly and consistently across GNB.

Highlights
Department of Human Resources signed six new collective agreements with:

New Brunswick Teachers Federation (NBTF)

Clerical, Stenographic and Office Equipment Operation Institutional Services Patient Services Part III
(CUPE Local 1252)
Highway Supervisors (New Brunswick Union)

12
 Technical Inspection, Laboratory and Medical (New Brunswick Union)
Industrial Training and Certification Officers (New Brunswick Union)
Education Instructional (New Brunswick Union)
The Department is responsible for receiving the referral of unresolved grievances to adjudication and further
pursuing their resolution or, in cases where there is no resolution, their hearing at adjudication. The following
table summarizes the adjudication activity in 2013-2014.

Referrals to
Grievances
adjudication New referrals to Adjudication
withdrawn or
carried over from adjudication decisions rendered
settled
previous years

Part I 66 76 54 8
Part II 71 58 110 1
Part III 114 182 148 12
Total 251 316 312 21
The Department of Human Resources received 436 transactional requests for position classification and/or
establishment from client departments in Parts I, II and III (compared to 384 in 2012-2013). The department
reviews these requests to ensure the proper classification level and an appropriate level of compensation
relative to other positions.

As part of its Performance Excellence efforts, the Department of Human Resources conducted a process
improvement project to reduce its response time for reviewing and processing the requests for Human
Resource Transactions (position establishment and/or classification) it receives from client departments. The
department was successful in reducing the average response time from 30 days to 11 days.

Attrition Initiative
2013-2014 was the second year of a three-year initiative to reduce the size of the workforce in Parts I, II and III
by 1,500 employees by taking advantage of the estimated 4,500 voluntary employee exits during that period.
Departments are being encouraged to review how they provide programs and services to the public in order
to allow them to replace two out of every three vacant positions.

2013-2014 Attrition Results (positions reduced in Parts I, II and III)

Target Stretch Target Actual

596 647 766

13
Sick Leave Initiative
2013-2014 was the second year of a three-year initiative to reduce the average annual use of sick leave days
among GNB employees by 20%. In 2013-2014, the use of sick leave days among Part I employees improved
by 6%. The average use was eight sick leave days per year; the median use was four days.

Average Number of Sick Days Used by Employees in 2013-2014

Base (2012-2013) Target Actual

Part I 8.60 7.23 8.10

Part II 9.08 8.13 9.14

Part III 12.40 10.95 12.22

Human Resource Policy and Programs Division

The Human Resource Policy and Programs Division is responsible for developing and providing strategic
corporate human resource programs, services and advice in the areas of learning and development, official
languages, workplace equity and diversity, performance management, talent management, leadership
development, human resource policies and practices, and staffing policies.

The division is divided into two branches, Human Resource Policy Branch and Human Resource Programs
Branch. In addition, corporate service functions for the Department including the coordination of legislative
items, memorandums to the executive council, and requests received under the Right to Information and
Protection of Privacy Act are carried out.

The Human Resource Programs Branch is responsible for strategic HR initiatives including HR planning,
executive development, talent management, succession planning, performance management, learning and
development, second language training, the New Professionals Initiative as well as many other corporate
initiatives. The branch provides expertise and leadership within the HR community in Parts I, II, and III.

The Human Resource Policy Branch is responsible for legislation and policies supporting staffing,
diversity, and the administrative policies that support conditions of employment in the NB Public Service,
including official languages. The branch is also responsible for the administration of the Equal Employment
Opportunity Program, the Employee Engagement Survey as well as many other corporate HR initiatives. The
branch provides expertise and leadership to HR Directors and their staff in organizations across Parts I, II
and III.

Highlights
Public Service Employee Engagement Survey: results from the third Engagement Survey were released and
departmental action plans were prepared.

Workplace Equity & Diversity: worked with external stakeholders and internal partners to identify the
barriers to employment within the New Brunswick Public Service for persons with disabilities in support of
the development of the Workplace Equity & Diversity Policy.

Retirement Allowance Program: coordinated and oversaw the project for the immediate payout in lieu of
retirement allowance for non-bargaining employees in Parts I, II and III.

14
Second Language Training: successful transition of the program from the Department of Post-Secondary
Education Training and Labour to the Department of Human Resources, including a competitive request for
proposal process to secure a new service provider.

New Professionals: supported the New Professionals Executive in their initiatives to engage new employees,
including the offering of the fourth annual conference themed Creating My Future: Professional and
Personal Development.

Hosted two very successful Executive Dialogues: Tools for Engagement led by the National Managers
Community and Sustainable Innovation featuring David Weiss.

Pensions and Employee Benefits

The Pensions and Employee Benefits Division (PEBD) provides quality pension and employee benefits
services to our clients who serve or have served our province.

PEBD administers a number of provincially sponsored pension plans and employee benefits programs for
over 51,000 active employees and 29,000 retirees from Parts I, II, III, and IV of the public sector, as well as
several quasi-public organizations such as nursing homes and the University of New Brunswick.

PEBDs stakeholders include approximately 150 employers, four employee benefit committees and three
pension committees. In addition, PEBD has been contracted to provide day to day pension administrations
services under a service level agreement with four independent boards of trustees.

PEBDs primary responsibility for all of the programs under administration includes day to day administration,
policy advice, interpretation and board/committee support. In addition, PEBD provides policy advice to the
department on other benefit related programs (e.g., retirement allowance) and compensation matters.

PEBD operates with 83 dedicated employees on a full time, part-time, casual or contract basis and is
comprised of five areas; Client Services, Finance and Information Technology Services, Pension Policy
and Client Communications, Employee Benefit Services, and a Project Management unit. Those groups
are responsible for the collection and remittance of contributions and premiums (annual amount), the
calculation and payment of benefits (annual amount), providing quality services to clients, serving governing
bodies and committees of pension and non-pension benefit plans and supporting corporate policy activities.

PEBD maintains awareness of developing issues, major trends, risks, and events in the pension and benefits
industries while providing a cost-effective delivery model that incorporates the most modern technologies.

Highlights
Pension Reform: As the day to day administrator of pension benefits for all provincially sponsored pension
plans, PEBD has been focused on implementing pension reform for the plans that have adopted the shared
risk pension model. This includes providing information sessions for employees, developing communiqus
for employees and employers, updating booklets, forms and online calculators along with undertaking major
upgrades to the pension administration system. Work associated with this major initiative will continue for a
number of years.

In addition, PEBD has provided ongoing policy and technical support to government throughout the
pension reform process.

Accidental Death & Dismemberment: PEBD worked with members of the Standing Committee on Insured
Benefits (SCIB) and completed an extensive market review of the Accidental Death & Dismemberment
benefit plans.

As a result of this review, there were benefit improvements and cost savings generated for both government
employers and employees.

15
Employee Family Assistance Plan (EFAP): The Employee Family Assistance Plan (EFAP) provides assistance
and support to employees and employers in Part I on a 24-hour basis 365 days a year. This year, DHR worked
with Horizon Health (Part III) and developed a single plan to ensure consistency in EFAP coverage across
government employers. As a result of this collaboration, DHR was able to secure significant cost savings
for both Part I Employers and Part III Horizon Health. Specifically, the savings of the proposed rates for the
existing program with Horizon was $189,427 per year and for Part 1 the savings compared to renewal was
$214,132 per year. In addition, DHR was able to secure a five-year rate guarantee that resulted in a 20.4%
reduction from the current rates with annual savings of $126,893 for each of the next five years for a total of
$634,465 in savings.

Long Term Disability (LTD): Long Term Disability provides financial assistance to employees who suffer from
an illness and/or injury for more than four months up to a maximum benefit period of age 60. Given that
employees are choosing to work longer, the members of the Sub-committee for LTD in conjunction with
PEBD in 2012 began an extensive two year LTD plan review.

This fiscal year, the review was completed and the Sub-committee was able to announce benefit
improvements changing the maximum benefit period from age 60 to age 65 for all disabilities that
occurred on or after April 1, 2014. In addition, a premium rate decrease of five per cent was implemented for
the participating employee groups.

16
Financial Information
Table 1: Departmental Expenditure
Human Resource Management ($000)
Fiscal Year Ending March 31, 2014
2013-2014 2013-2014
Budget Actual

Personal Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7,975.3 7,261.4

Other Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9,711.1 10,116.7

Materials and Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74.2 48.0

Property and Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279.3 238.4

Recoveries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (14,062) (14,006)

TOTAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $3,977.9 $3,658.5

The department was underspent by $319.4.

17
Summary of Staffing Activity
Pursuant to section 4 of the Civil Service Act, the Deputy Minister of the Department of Human Resources
delegates staffing to each Deputy Head for their respective departments. Please find below a summary of the
staffing activity for 2013-2014 for the Department of Human Resources.

The department advertised 16 competitions, including 1 open (public) competition and 15 closed (internal)
competitions.

Pursuant to sections 15 and 16 of the Civil Service Act, the department made the following appointments
using other processes to establish merit than the competitive process:

Section of the
Appointment Type Appointment Description Civil Service Act Number

Specialized An appointment may be made without 15(1) 0

Professional, Scientific competition when a position requires:
or Technical a high degree of expertise and training
a high degree of technical skill
recognized experts in their field

Equal Employment Provides Aboriginals, persons with disabilities and 16(1)(a) 0

Opportunity Program members of a visible minority group with equal
access to employment, training and advancement
opportunities.

Department Talent Permanent employees identified in corporate 16(1)(b) 10

Management Program and departmental talent pools, who meet the
four-point criteria for assessing talent, namely
performance, readiness, willingness and
criticalness.

Lateral transfer The GNB transfer process facilitates the transfer of 16(1) or 16(1)(c) 4
employees from within Part I, II (School Boards) and
III (Hospital Corporations) of the Public Service.

Regular appointment An individual hired on a casual or temporary 16(1)(d)(i) 3

of casual/temporary basis under section 17 may be appointed without
competition to a regular properly classified position
within the Civil Service.

Regular appointment Summer students, university or community college 16(1)(d)(ii) 0

of students/ co-op students or apprentices may be appointed
apprentices without competition to an entry level position
within the Civil Service.

18
Summary of Official
Languages Activities
The Department of Human Resources led the development of a Corporate Action Plan on Official Languages
for the 2013-2014 fiscal year. The plan focused on four focus areas, which align with the GNB Plan on Official
Languages.

Strategies specific to the Department of Human Resources were identified and are reported on in each of the
four focus areas below. The Department was responsible either as a lead or partner for these strategies.

There were no Official Languages complaints filed against the Department during the 2013-2014 fiscal year.

Focus 1
Ensure access to service of equal quality in English and French throughout the province:

The government will review its second language training program to make it more strategic and effective.
Responsibility for the coordination of the second language training program was transferred from
the Department of Post-Secondary Education, Training and Labour to the Department of Human
Resources. Ongoing review and improvements to the program continue.
Government will develop mechanisms to increase the bilingual capacity of senior management in the
provincial public service.
New guidelines for the development of linguistic profiles were implemented.

Focus 2
An environment and climate that encourages, for all employees, the use of the official language of their choice in
their workplace:

All departments and agencies will review their linguistic profiles to enable all employees to work in the
language of their choice.
New guidelines for the development of linguistic profiles including language of work were
implemented and communicated to all employees.

Focus 3
What strategic means did your department implement in order to ensure that new and revised government
programs and policies took into account the realities of the provinces official language communities (promotion
of official languages)? For example, did you hold public consultations?

The government ensures that official bilingualism is included as a fundamental value of the public service
and is clearly included in the Code of Conduct of the employees of the public service.
The Code of Conduct was reviewed and respect for New Brunswicks two official languages is included.

19
Focus 4
Ensure public service employees have a thorough knowledge and understanding of the Official Languages Act,
relevant policies, regulations, and the provinces obligations with respect to official languages:

The status and role of the official languages coordinators in departments and agencies are reviewed to
improve efficiency.
An official languages network where departmental representatives come together to discuss best
practices and innovative ways to integrate official languages in the workplace was implemented.
The government is developing a session on official languages obligations for all departments and
agencies.
Information is available through an online learning module and required completion of the module will
be considered as part of a corporate orientation program.
The official languages toolkit developed by the Department of Human Resources will be better promoted
and regularly updated.
The toolkit has been updated to include new elements and ongoing consultation continues with
official languages coordinators.
The obligations and requirements associated with Official Languages continue to be a significant priority
of the Department of Human Resources, both from a lead as well as from a partner department aspect.
Improvements in supporting programs and systems continue.

20
Summary of Recommendations
from The Office of The
Auditor General
2009 Auditor Generals Report - Volume 2
Chapter 5 - Transferred to NBISA

2010 Auditor Generals Report - Volume 1

Chapter 4 (4.2)- Transferred to NBISA

2011 Auditor Generals Report - Volume 2

Chapter 3 (3.116) - Transferred to NBISA

21
 Appendix A Pension Plans
Table 1
**Number
*Number
Year Employee Employer of
Plan of Pension Payroll Pension Fund
Ending Contributions Contributions Pensioners-
Members
In-Pay
***Public Service
Shared Risk Plan 31/3/2014 19,593 70,686,196 93,719,006 14,333 316,383,540 6,222,045,015
Teachers Pension
Act 31/3/2014 9,949 47,638,000 45,216,000 8,686 270,254,000 4,844,109,000
Members Pension
Act & Members
Superannuation
Act 31/3/2014 55 518,474 2,672,238 87 3,190,712 N/A
Provincial Court
Act & Provincial
Court Judges
Pension Act 31/3/2014 31 374,000 459,000 28 1,339,000 37,348,000
Ombudsman Act 31/3/2014 - - - 1 151,118 N/A
Shared Risk
Plan for Certain
Bargaining
Employees of
New Brunswick
Hospitals/ 31/12/2013 10,163 41,610,515 40,989,720 2,195 45,479,794 1,470,197,787
Shared Risk
Plan for CUPE
Employees of
New Brunswick
Hospitals 31/12/2013 9,321 27,913,566 31,095,004 3,102 35,451,916 598,595,195
Pension Plan for
Management
Employees of NB
School Districts 31/12/2013 - - - 98 1,208,854 8,266,670
Pension Plan for
General Labour,
Trades & Services
of N.B. School
Districts 31/12/2013 2,137 3,616,064 8,143,259 1,487 16,501,953 319,661,000
Pension Plan for
Full time CUPE
2745 Employees
of New Brunswick
School Districts 31/12/2013 1,040 990,396 2,070,785 391 2,758,829 72,801,818

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 **Number
*Number
Year Employee Employer of
Plan of Pension Payroll Pension Fund
Ending Contributions Contributions Pensioners-
Members
In-Pay
Pension Plan
for Part-Time
& Seasonal
Employees of the
Prov of N.B 31/12/2013 10,581 3,321,143 2,933,371 N/A N/A 169,936,738

*Number of members includes active, inactive and members on leave.

**Number of Pensioners-In-Pay excludes deferred pensioners.

***Public Service Shared Risk Plan (PSSRP) replaced the Public Service Superannuation Act (PSSA) on January 1st, 2014.

23
Appendix B Non-Pension
Benefits Summary
Table 2
Long-term Disability Health and Dental Deferred salary

Nurses and
General Health Dental
CUPE 1251
Plan Year Ending 30-06-14 30-06-14 30-06-14 30-06-14 31-12-13
Number Covered* 13,407 6,344 39,001 34,954 27

Number of Claims 300 346 N/A N/A N/A

Amount of Claims $6,701,684 $7,085,099 $75,580,703 $16,343,486 N/A

Disability
$19,115,000 $24,668,000 N/A N/A N/A
Reserves**
Disability Waivers
110 123 280 270 N/A
this Year***
Disability Waivers
362 398 309 296 N/A
Total
Number of
N/A N/A N/A N/A N/A
Conversions
Conversions
N/A N/A N/A N/A N/A
Charges

Notes:

*Number Covered: number of employee participants covered i.e., does not include spousal or child dependents.
Health and Dental includes retiree participants.

**Disability Reserves: estimated reserves to fund the future cost for those participants who are deemed disabled.

***Disability Waivers: Participants for whom premium contributions were waived due to disability.

Conversions: At retirement, participants may convert their group life insurance coverage to an individual life
insurance policy without the medical evidence requirement.

Conversion Charge: A charge to the Group Life Plan when a participant elects to convert insurance.
(1)
EFAP claims are expressed in terms of accesses to the services.
(2)
Program costs are calculated as rate per employee, per month.

24
 Table 2 (continued)
Employee and Family
Group Life Insurance Accidental Death and Dismemberment
Assistance Program

Basic Supplementary Dependent Basic Supplementary Voluntary Employees Dependents

30-04-14 30-04-14 30-04-14 30-04-14 30-04-14 30-04-14 31-12-13

36,183 14,833 17,141 36,183 14,833 15,731 11,015
50 29 59 86 3 8 1,913 (1) 344 (1)
$2,603,768 $2,716,849 $708,255 $374,644 $419,496 $775,500 $655,773(2)
$220,752 $669,976 N/A N/A N/A N/A N/A N/A
356 153 198 356 153 165 N/A N/A
1,302 606 707 1,302 606 687 N/A N/A
68 4 0 N/A N/A N/A NA NA
$201,629 $10,122 $0 N/A N/A N/A N/A N/A

25
Appendix C Total Pension
Administrative Cost Per Total Client ($)
2009-2013

350
300
250
Dollars

200
150
100
50
0
2009 2010 2011 2012 2013

NB QSM Average Max Min

New Brunswick public pensions administration cost per client was the second lowest, at $94 per client.
The range of cost within the group was from $85 to $309.

Pensions and Employee Benefits Division is a member of the Quantitative Service Measurement (QSM)
Survey along with six other pension plan administrators from across Canada.

26