2001-2002 Annual Report - Public Guardian and Trustee of British ...

Situation Potential Risk Risk Management
iv) Key Skills
• Challenges in the
public sector in career
development and
succession planning
v) Liability
• PGT actions impact
directly on the legal
and financial interests
of clients
vi) Independence
• Fiduciary
responsibilities to
clients require PGT to
ensure independence
• Staff skills could become
not current, particularly in
the context of public
sector expenditure
limitations
• Potential liability for
actions/non-actions
associated with child
litigation settlement
reviews and timely
securing of assets for
clients
• Potential impaired
independence leading to
breach of statutory
mandate
• Career development through internal
temporary assignments
• 2001/2002 CPP performance
measures that address staff training
and orientation
• 2001/2002 CPP performance measure
to develop an internal audit mandate
• Strict controls on infant settlement
reviews
• 2001/2002 CPP performance
measures that address the timely
securing of assets
• 2001/2002 CPP performance measure
regarding the review of the PGT’s
fiscal and administrative relationship
with government
vii) Performance
• Additional operational
demands on PGT
organization
• Potential for unmet
performance targets
• Risk considered prior to plan
implementation and throughout
2001/2002:
- quarterly reporting
- plans developed followed 2 nd
quarter to ensure most endangered
targets met by year end
- major staff efforts to meet targets
- PGT decision re: priorities and
direction of resources
(b) Addressing Organizational Capacity Limitations
Despite the risk mitigation activities outlined above, the organizational capacity of the PGT to meet
future performance targets and address other service delivery issues is in question.
The PGT has been operating from a historical position of chronic backlogs and service pressures.
Several projects have been undertaken in the last year to address this issue. Additionally, projects have
been identified for 2002/2003. As these one time projects are completed and the backlogs reduced,
there are permanent gains. However, new service standards and expectations are created as a result of
addressing the backlogs and this means the PGT must continue to meet the new standards, once
established. This results in the reallocation of resources from backlog reduction to maintenance of new,
modern service standards.
Capacity limitations of the PGT have needed to be addressed in the past year by priorizing so that the
most crucial services could still be delivered. It is anticipated that the effects of limited funding and the
depth of historic service pressures will continue to influence the ability of the PGT to address service
levels and service backlogs.
2001/2002 PGT Performance Report
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