Communications Approval Timelines

Alberta Innovation and Advanced Education Communications

Announcement Packages - Approvals Schedule

Ideally, Communications will need 10 working days to pull together a full announcement
package that builds in reasonable approval times. Announcements assigned with fewer than 10
business days notice will need a condensed approval schedule with program area,
Communications and ADMs. With condensed approvals, there may be times when
Communications needs to bypass approvals to the next level should the approver not be able to
meet timelines.

PAO Product Director ADM DM Minister/Premier PAB Review Event

Development Newsroom
w/
Program Area
Day 1 Day 2 Day 3 Day 4 Day Day 6/7 Day 8 Day 10
5

Media Calls (Reactive) - Key Messages

When a call is received in the morning, the following allows a maximum of 5.5 hours approval
time. Should calls come in urgently or with tighter deadlines, the timelines will be halved.

Call PAO Assistant Director ADM DM Press

Received Director Secretary/
Minister
2 hours 30 minutes 30 minutes 30 minutes 1 hour 1 hour

Key Messages (Proactive) - Reports, Issues, Events

Ideally, it will take Communications 5 working days to complete approvals on messages

developed for emerging issues, reports and events. In most cases, the 5 days would be
required for lengthy reports where the public affairs officers (and communications management)
flag issues and develop strategic messaging (and plan for other communications activity if
necessary...ie: news release, statement, social media, third party endorsement, etc.) KMs
assigned with fewer than 5 business days notice will need a condensed approval schedule with
program area, Communications and ADMs. With condensed approvals, there may be times
when Communications needs to bypass approvals to the next level should the approver not be
able to meet timelines.

Notification PAO Assistant Director ADM DM Press

(AR, ADM Director Secretary/
call, etc) Minister
Day 1 Day 2 Day 3 Day 4 Day 5
* Does not include daily session notes

Page 1
Liberia
ADVANCED EDUCATION
DEPARTMENT POLICY STATEMENT

TITLE Compressed Work Week

Purpose The purpose of this Policy is to:

a. establish a consistent Ministry practice with respect to the compressed

work week, and
b. provide support for employee wellness within the Ministry.

Policy Statement Advanced Education encourages employee wellness within the Ministry
by providing work schedule options such as the compressed work week
that enable employees to balance their work and life commitments.

Participation in a compressed work week is available to eligible

employees of Advanced Education subject to Division Head approval
and based on operational requirements.

Scope This policy applies to Bargaining Unit and Opted Out and Excluded
employees in full time, permanent or temporary salaried positions.

Definitions “compressed work week” refers to a regular work schedule that allows
employees to work longer days in order to take a day off. The most common
form of compressed work week implemented in Advanced Education is the
4/5 day work week.
• This is a bi-weekly combination of 4 work days one week and 5 work days
the next week.
• Standard hours of work under the compressed work week are 72.5 hours
worked in nine days during a two week period.
• A typical work day is eight hours and five minutes (e.g.: 7:55a.m. - 5:00
p.m. or 7:25 a.m. - 4:30 p.m.).

Authority Compressed work weeks are governed by:

a. the Master Agreement - Supplement III
htto://www.Dao.aov.ab.ca/aareements/index.html
b. the Compressed Work Week Directive
htto://www.oao.aov.ab.ca/directives/
c. the Public Service Employment Regulation

1. Criteria for consideration of a compressed work week are:

Guidelines • Ministry offices remain open from 8:15 a.m. to 4:30 p.m., Monday to
Friday, except for recognized holidays,
• service to the public is maintained,
• the existing level of client service is maintained, and

Revised May 2006 1

Page 2
 • staff provides the required cover-off for each other in a fully
satisfactory manner,
• staff are not in “one of a kind” positions where cover-off is not
possible.

2. It is not necessary for an entire office or area to be on a compressed work

week. Participation is optional.

3. A compressed work week arrangement can be ended by the Division

Head with a one month notice of return to regular hours. Employees can
opt to return to regular hours of work by providing one week notice to the
employer.

4. Employees working according to a compressed work week schedule will

experience no loss or gain in employee benefits and entitlements.

5. Employees considered ineligible for a compressed work week are:

• management employees,
• short term wage employees,
• job-sharing or part-time employees, and
• co-op/student work placements.

1. Employees who wish to be considered for a compressed work week must

Procedures submit a written request through their supervisor to the Division Head for
review and approval.

2. Once approved, employees advise Pay and Benefits what date they will
begin a compressed work week schedule and what their compressed day
off will be. They submit their usual monthly absence timesheet to their
supervisors.

3. Employees are expected to follow a standard work pattern, although

compressed days off may be rescheduled on occasion, if the employee is
required to work on their regular compressed day off. If a change to a
compressed day off is approved, Pay and Benefits must be advised.

4. The normal hours of work for each position classification are specified in
the Master Agreement and Subsidiary Agreements.

5. Leaves, absences and benefits such as vacation, casual illness, general

illness and special leave are pro-rated to reflect the compressed week
that the employee is authorized to work.

6. Overtime provisions apply when employees are authorized to work hours

in excess of the daily hour requirement of the compresses work week
schedule.

Revised May 2006 2

Page 3
Division/Branch
Division Heads
Responsible
Human Resource Services

Policy Number Effective Date: Replacing Version Dated:

May 2006 May 2002

Approved by:

William Byrne, Deputy Minister Date

Revised May 2006 3

Page 4
Liberia
ADVANCED EDUCATION
DEPARTMENT POLICY STATEMENT

TITLE Flexible Hours

Purpose The purpose of this Policy is to:

a. establish a consistent Ministry practice with respect to flex time, and

b. provide support for employee wellness within the Ministry.

Policy Statement Advanced Education encourages employee wellness within the Ministry
by providing work schedule options such as flex time that enable
employees to balance their work and life commitments.

Participation in flex time is available to eligible employees of Advanced

Education subject to Division Head approval and based on operational
requirements.

Scope This policy applies to Bargaining Unit and Opted Out and Excluded
employees in full time, permanent or temporary salaried positions.

Definitions “flex time” refers to a work schedule with flexible hours. Established core
hours must be worked by all employees each day, but varying degrees of
flexibility are permitted around those core hours to allow employees to
balance work and life. Most employees use Flex time to earn and take a day
off the following month.

The core periods are from: The flexible periods are from:
• 9:00 a.m. to 11:30 a.m. • 7:30 a.m. to 9:00 a.m.
• 1:30 p.m. to 3:30 p.m. • 11:30 a.m. to 1:30 p.m.
• 3:30 p.m. to 5:30 p.m.
Authority Flex time is governed by:
a. the Master Agreement - Supplement III
httD://www.oao.aov.ab.ca/aareements/index.html
b. the Flexible Hours Directive
htto://www.Dao.aov.ab.ca/directives/
c. the Public Service Employment Regulation

1. Criteria for consideration of a flex time arrangement are:

Guidelines • Ministry offices remain open from 8:15 a.m. to 4:30 p.m., Monday to
Friday, except for recognized holidays,
• service to the public is maintained,
• the existing level of client service is maintained,
• staff provides the required cover-off for each other in a fully
satisfactory manner,
• staff are not in “one of a kind” positions where cover-off is not
possible.

Revised May 2006 1

Page 5
 2. It is not necessary for an entire office or area to be on flex time. An
individual may be approved to work a flex time schedule.

3. A flex time schedule can be ended by the Division Head with a one month
notice of return to regular hours. Employees can opt to return to regular
hours of work by providing one week notice to the employer.

4. Employees considered ineligible for flex time are:

• management employees,
• short term wage employees,
• job-sharing or part-time employees, and
• co-op/student work placements.

Procedures 1. Employees who wish to be considered for a flex time arrangement must
submit a written request through their supervisor to the Division Head for
review and approval.

2. Once approved, employees record and submit attendance as required by

their branch. The information regarding banked hours earned or taken is
retained at the branch level.

3. Employees on flex time will be granted a minimum unpaid lunch of 30

minutes during the flexible period of 11:30 a.m. to 1:30 p.m.

4. Employees can carry over a 10-hour surplus or deficit to the next month.
They will not be credited with more than 10 surplus hours worked into the
next month. If they have a deficit of more than 10 hours, Pay and Benefits
is to be notified and pay will be deducted for the deficit hours over 10. If
employees are leaving government employment, their pay will be
deducted for a deficit in hours, or they will be paid straight time rates for
surplus hours.

5. Employees will be allow a premium overtime payment if they are

authorized to work more than normal daily hours. Authorized overtime
hours will not offset a deficit.

Division/Branch Division Heads

Responsible Human Resources

Policy Number Effective Date: Replacing Version Dated:

March 2006 May 2002

Approved by:

William Byrne, Deputy Minister Date

Revised May 2006 2

Page 6
Liberia
ADVANCED EDUCATION
DEPARTMENT POLICY STATEMENT

TITLE Co-op/Student Work Placement

Purpose The purpose of this Policy is to:

a. establish consistent Ministry practises for the employment of post

secondary students in the Co-op/Student Work Placement Program,
b. coordinate with the promotion of government-wide Co-op and Student
Work Experience Programs by the Personnel Administration Office
(PAO),
http://www.pao.gov.ab.ca/jobs/students/co-op-opportunities.htm
http://www.pao.gov.ab.ca/jobs/students/work-experience.htm
c. ensure a positive and successful work experience for the students and
the Ministry.

Policy Statement Advanced Education’s Co-op/Student Work Placement Program offers

meaningful training and practical work experience for post secondary
students to supplement their formal education and to enhance their
employment potential. To participate in the Co-op/Student Work
Placement Program, a division must have funds and FTEs within their
budget available for the students. Most placements are between four
and eight months in length.

Authority The Co-op Student Work Placement Program is governed by:

a. PAO Staffing Guidelines

http://www.pao.gov.ab.ca/staff/10steps/index.html
b. the Collective Agreement

Procedures 1. Placements are normally posted and staffed through a competitive

process.

2. A placement term is normally up to six months. Some cooperative

programs combine two four month terms for an eight month period.

3. A manager interested in participating in the Co-op/Student Work

Placement Program must prepare a proposal for their Branch Director’s
approval. This proposal should include:
• a clear outline of the nature of the job function, the education and
skills required and the type of training/experience to be provided
by the Ministry,
• a Staffing Action Approval Form, and
• confirmation of the funding and FTE (from the division).

4. Once approved by the Director, the proposal is forwarded to Human

Resources:

Revised May 2006 1

Page 7
 • Human Resources determines the position's classification for
posting based on the job functions outlined.
• Human Resources and the manager coordinate the recruitment
process with appropriate post secondary institutions.
• Once received, applications are directed to the manager to select
a candidate.

5. Once a candidate is selected:

• Human Resources confirms the appropriate classification level and
pay rate.
• Co-op/Work Placement Students are normally hired on wages.
However, if the position is Opted Out and Excluded, these
students may be hired with a Contract of Employment. Contract
of Employment hires require Division Head approval.

6. Managers and supervisors are expected to provide appropriate feedback

and coaching to the Co-op/Work Placement Students to ensure they
receive a positive work experience within the Ministry.

Division/Branch
Human Resources
Responsible

Policy Number Effective Date: Replacing Version Dated:

May 2006 May 2002

Approved by:

William Byrne, Deputy Minister Date

Revised May 2006 2

Page 8
Enterprise and Advanced Education: Department Supplementary Code
D epartm ent Supplem entary Code Purpose:
The purpose of the Department Supplementary Code is to ensure awareness of, and provide supplementary instructions
to, the Code o f Conduct and Ethics fo r the Public Service o f Alberta within the Department.

It applies to all individuals appointed pursuant to the Public Service Act, senior officials, wage staff, persons employed on
personal service contracts and volunteers of Enterprise and Advanced Education (EAE). For the purpose of the
Department Supplementary Code, these persons will be referred to as "employees".

D epartm ent Supplem entary Code Statement:

Working in the public service is a privilege and serving Albertans and contributing to the improvement o f Albertans' lives
is part of that privilege. EAE employees have integrity and work together at all levels to ensure ethical and respectful
behavior is a part of our everyday work. Each employee of EAE has a responsibility to understand code of conduct
requirements of a public servant.

EAE employees must disclose any situation where:

> An employee's impartiality could be questioned;

> A situation arises which is a conflict or a potential conflict of interest; or

> An employee is charged with a criminal offence arising from their conduct while on or off duty or charged with
any offence created under a statute of Canada or statute of the Province of Alberta.

The Code o f Conduct and Ethics fo r the Public Service o f Alberta may restrict employees in some activities, but the
restrictions are no more than are necessary to preserve public confidence in government. The Government of Alberta is
committed to ensure that Albertans receive services that are conducted with efficiency, impartiality and integrity. It is
important that EAE employees present this image and behave in a manner which is aligned with the Code o f Conduct and
Ethics fo r the Public Service o f Alberta.

Department Supplementary Code Disclosure (What employees must do)

Employees shall:

> Conduct their duties with integrity and accountability;

> Make every effort in the performance of their duties to avoid situations that benefit or could be perceived to
benefit their personal interests as described in the Code o f Conduct and Ethics fo r the Public Service o f Alberta;
> Disclose to their Managing Supervisor, as early as possible, all instances of real or apparent conflict of interest,
according to the Code o f Conduct and Ethics fo r the Public Service o f Alberta;
> Disclose to their ADM/Executive Team member ,as early as possible, any charge arising from the employee's
conduct while on or o ff duty, of an offence created under the Criminal Code o f Canada or the Controlled Drugs
and Substances Act.
> Disclose to their ADM/Executive Team member, as early as possible, any charge arising from the employee's
conduct while on or off duty, of any other offence created under a statute of Canada or a statute of the Province
of Alberta, if the existence of the charge or a conviction for the offence may adversely affect the employer's
reputation, the conduct of government programs or the employee's ability to perform their job duties.

RESPECT
ACCOUNTABILITY
ALBERTA'S PUBLIC SERVICE
Proudly working together to build a stronger province for current and future generations
INTEGRITY
EXCELLENCE Government of Alberta ■ Page 9
Enterprise and Advanced Education: Department Supplementary Code
Process of Disclosure:
Step la - If you think you may be in a situation involving a conflict or apparent conflict of interest, have an initial
discussion with your immediate Supervisor and/or Managing Supervisor.

Step lb - Disclose to your Managing Supervisor any conflict or apparent conflict o f interest, according to the Code o f
Conduct and Ethics fo r the Public Service o f Alberta.

Step 2 - Managing Supervisor assesses disclosure and determines whether it requires further review at a higher level
in the Department (see Levels of Review & Authority table). May request to have the disclosure put in writing and
placed on employee file (Sample disclosure template in Appendix o f EAE's Guidebook to the Department
Supplementary Code).

Step 3 - Managing Supervisor/Director discusses with their respective Executive Team member any circumstances
which might reflect negatively on the integrity of the Ministry or fall under activities governed by this Department
Supplementary Code and the Code o f Conduct and Ethics fo r the Public Service o f Alberta.

Step 4 - ADM/Executive Team member makes decision on whether disclosure is a real or apparent conflict of interest
or escalates review to the Deputy Minister. ADM/Executive Team member may consult with Human Resources or
Deputy Minister on review of circumstances and scope of real or apparent conflict.

Step 5 - Decision is made on whether disclosure is a real or apparent conflict of interest as well as any required
corrective action. Decision will be provided to the employee in writing.

Note: As per Code o f Conduct and Ethics fo r the Public Service o f Alberta Part 6 - Review Process, employee may request
that the Ethics Commissioner review any final decision made by the Department under the Code o f Conduct and Ethics fo r
the Public Service o f Alberta or the Department Supplementary Code.

Consequences of Non-Compliance:
It is important for those employees facing a real or apparent conflict of interest to follow the correct process of disclosure.

Consequences for non-compliance with the Code o f Conduct and Ethics fo r the Alberta Pubic Service and the Department
Supplementary Code by employees include disciplinary action, up to and including dismissal.

Consequences for non-compliance with the Code o f Conduct and Ethics fo r the Alberta Pubic Service and the Department
Supplementary Code by employees subject to a personal service contract will include a review of the contract. Depending
on the terms of the contract, remedial action may be taken, up to and including termination of the contract.

--------------------------------------- '

RESPECT
ALBERTA'S PUBLIC SERVICE
ACCOUNTABILITY
Proudly working together to build a stronger province lor current and future generations
INTEGRITY
Government of Alberta aPage 10
L EXCELLENCE
 A \rr> r\r\ Advanced Education
/ n IU A < /I l \ J and Technology DEPARTMENT POLICY STATEMENT

TITLE Financial Assistance for Educational

Programs

Purpose The purpose of this Policy is to:

a. establish consistent Ministry principles and practices

with respect to financial assistance for educational
programs, and
b. provide support for employee development within the
Ministry.

Policy Statement Staff development in the Ministry is a shared responsibility

between employees and management. Employees and their
supervisors are responsible for identifying and supporting
relevant training opportunities and putting the acquired
knowledge, skills and competencies to good use.

Advanced Education and Technology encourages staff

development by providing assistance for learning initiatives
related to their current and future employment. Financial
support for educational programs is awarded based on
organizational need and priorities, cost effectiveness, and the
employee’s contribution to the organization.

Scope This policy applies to permanent salaried Advanced Education

and Technology employees.

Authority This policy reflects the direction of:

a. the Alberta Government Workforce Development

Directive http://www.oao.aov.ab.ca/directives/

Guidelines 1. Applicants must:

• be permanent employees,
• have completed their probationary period, and
• have work performance at a “quality” or better.

2. The program of study supported will be either:

• Short-term of less than one semester (e.g. Banff School
of Management or Niagara Institute Executive

Revised March 2007 1

Page 11
 Management Development Session) or;
• Part-time leading towards a degree or designation (e.g.
MBA degree, CMA program)

3. The program or course supported must:

• relate to Ministry work or an identified business need,
and
• support succession management initiatives.

4. The proposal should demonstrate the specific short-term

and/or long-term benefits of the employee’s studies to the
Ministry and be included in the employee’s Learning Plan.

5. Priority will be given to those:

• who develop skills in areas of leadership and skill
needs within the department,
• whose career plan reflects commitment to the Ministry,
and
• who have not previously had financial assistance for
educational programs.

6. Decisions on requests are final and there is no formal

appeal process.

Funding 1. The Human Resources Branch will fund employees for

eligible programs through the Ministry’s Learning Initiatives
budget. Divisions will assist with funding as required.

2. For short term programs of study, tuition will be reimbursed

upon proof of payment.

3. Employees receiving financial assistance will be

responsible for payment of books, travel and subsistence
associated with the program of study.

4. Where subsistence costs are included in the tuition fee, for

administrative efficiency, the full tuition amount including
subsistence will be reimbursed under this policy.

Procedures 1. The employee develops a proposal for financial assistance

using the attached “Request for Financial Assistance for
Educational Programs” template.

2. The employee has the proposal endorsed by the

appropriate Division Head and forwards it to Human
Resources.

3. Human Resources reviews the proposal against the

guidelines specified. Appropriate funding is then
determined in consultation with the Division. The final

Revised March 2007 2

Page 12
 decision on the proposal and funding is made by the
Division Head and the Director, Human Resources.

4. A copy of the approved or denied proposal is placed on the

employee’s official personal file.

5. A list of employees who have received financial assistance

under this policy is provided to the Deputy Minister twice a
year.
Division/Branch
Division Heads
Responsible
Human Resources

Policy Number Effective Date: Replacing Version Dated:

April 2007 May 2006

Approved by:
O rig in a l S igned B y 17-07-07
RJ (Bob) Fessenden, Deputy Minister Date

Revised March 2007 3

Page 13
Liberia
ADVANCED EDUCATION
Request for Financial Assistance for
Educational Programs
Date:
Name:
Job Title and Classification:
Position Number:
Description
1. Program of study
2. Institution or Professional Association
3. Time period
4. Type of studies (i.e. part-time, evenings, etc.)
5. Course load
6. Estimated time for weekly course related work
7. Program objective
8. Plan for balance of work and studies.

Business Case: (No more than 2 pages)_____________________

1. Demonstrate organizational need
2. Demonstrate organizational priority
3. Demonstrate support for continuity initiatives
4. Employee career plan reflecting a commitment to the department
5. Attach a copy of your Learning Plan

Expected Results:________________________________________________________________

1. Desired outcomes once the program of study is complete. For example, describe the department
benefits and future contribution to the organization by the employee.

Costs:______________________
1. Estimated costs of the program

Signatures:

Employee Date Supervisor Date

Approved or Denied Date Approved or Denied Date

ADM or Division Head Human Resources Branch

The personal information on this form is collected pursuant to section 33(c) of the Freedom of Information and Protection of Privacy Act (FOIP Act) and will be used for managing and
administering personnel of the Government of Alberta. If you have any questions regarding the collection of information on this form, please direct your inquiries to, Alberta Advanced
Education, 8th Floor, Commerce Place, 10155-102 Street. Edmonton. AB T5J 4L5. (780) 427-2210.

Revised March 2007 4

Page 14
Liberia
ADVANCED EDUCATION
DEPARTMENT POLICY STATEMENT

TITLE Interview Expenses

Purpose The purpose of this Policy is to:

a. provide consistency in the Ministry with respect to the payment of

interview expenses, and
b. facilitate recruitment of individuals or employees to salaried positions
within the Ministry.

Policy Statement In order to attract the best possible candidates for a position, the
Ministry may reimburse candidates for reasonable travel expenses
incurred in attending an interview. Interview expenses are discretionary
and may only be considered when recruiting to salaried positions.

Authority Interview expenses are governed by:

a. the Public Service Subsistence, Travel and Moving Expenses

Regulation - Part 7 - Other Travel
http://www.chr.alberta.ca/Practitioners/DocList486.cfm
b. the Travel to Interviews Directive
http://www.chr.alberta.ca/Practitioners/DocList486.cfm

Guidelines The following factors are to be considered when determining if interview

expenses should be covered:
• the branch budget,
• the number of qualified local candidates,
• the scope of advertising (e.g. out of province),
• whether candidates are Alberta Government employees,
• the extent of expenses offered to recently hired employees, and
• the level of the position.

Procedures 1. The manager reviews the above factors with Human Resources to
determine whether branch funds are available to provide interview
expenses, and to what extent expenses should be paid.

2. When candidates are contacted by Human Resources for interviews, they

are advised of claimable expenses and applicable rates.

3. When candidates come for their interview, they are provided with the
appropriate claim forms. Candidates submit an expense claim to the
employing branch for reimbursement.

Revised May 2006 1

Page 15
Division/Branch
Division Heads, Managers, Expenditure Officers
Responsible
Human Resources

Policy Number Effective Date: Replacing Version Dated:

May 2006 May 2002

Approved by:

William Byrne, Deputy Minister Date

Revised May 2006 2

Page 16
Liberia Advanced Education
and Technology DEPARTMENT POLICY STATEMENT

TITLE LEARNING AND DEVELOPMENT POLICY

Purpose The purpose of this Policy is to:

a. Establish consistent Ministry principles and practices with respect to
learning and development opportunities for staff.
b. Provide support for employee development within the Ministry.
c. Create a learning organization that is effective in carrying out its
mandate.

Policy Statement Staff development in Advanced Education and Technology is a shared

responsibility between employees and management. Employees and their
supervisors are responsible for identifying and supporting relevant training
opportunities and putting the acquired knowledge, skills and competencies to
good use. Advanced Education and Technology will work within Alberta
public service guidelines to encourage staff development by providing
assistance for learning initiatives related to their current and future
employment.

This policy works within the Alberta public service guidelines and policies.

Scope This policy applies to permanent salaried Advanced Education and

Technology employees.

Responsibilities Advanced Education and Technology:

• The department has a Learning Initiatives fund for broad based
learning. This fund is administered by Human Resources.
The Branch: (Based on organizational need, priorities and cost effectiveness)
• The employing branch funds staff development for branch or job-
specific knowledge or skills.
• The employing branch approves time away from work for staff
development purposes.
The Supervisor:
• Discuss requirements and identify and support relevant training
opportunities.
• Work with the employee to put the acquired knowledge, skills and
competencies to good use.
• Act as teacher/mentor to support employee.
The Employee:
• Discuss with supervisor to identify and relevant training opportunities.
• Work to put the acquired knowledge, skills and competencies to good
use.
The Learning and Development Committee:
• The committee will evaluate broad based learning opportunities based
______ on organizational need and priorities and cost effectiveness.________

Page 17
Guidelines All employees of Advanced Education and Technology are required to have a
completed Learning Development plan in place each year. The Learning and
Development plan is the tool in which the employee and supervisor can
identify and support relevant training opportunities and put the acquired
knowledge, skills and competencies to good use. Employees are encouraged
to take advantage of the broad-based opportunities available through the
Learning Initiatives fund.

Broad-based training- indicates learning opportunities that are applicable to;

the majority of employees, is required by APS guidelines, or will benefit a
specific group of employees. This includes such opportunities as
Management Development Program, Supervisory Certificate Program,
Managing Information at Work, Expenditure Officer Training, Coaching, job
related conferences, or software training. These opportunities would be paid
for by the Learning Initiatives fund.

Branch specific training - indicates learning opportunities that will allow

employees to acquire branch or job specific knowledge or skills. This include
such opportunities as Excel, specific Accounting courses, PowerPoint,
Microsoft Visio, or the Employee Development Conference. These
opportunities would be paid for by the employing branch.

Learning opportunities funded by branch budgets are subject to the guidelines

and procedures as set out by the employing branch.

Relevant Policies Financial Assistance for Educational Proarams

Payment of Tuition
Learning and Development Plan
Secondments and Developmental Assianments
Membership Policy
Authority This policy reflects the direction of:
• The Workforce Development Directive (Workforce Development -
Directive)
• The GoA Human Resource Workforce Development Directive
(Workforce Development - Government of Alberta Human Resources
Directives)
• The Learning and Wellness Account
(http ://advisor/Policies/Learnina%20Account%20policv.Pdf)

Division/Branch Learning & Development Committee

Responsible Human Resources

Policy Number Effective Date: Replacing Version Dated:

April 2007 May 2006

Approved by:
O rig in a l S ig n e d B y 17-07-07
R.J. (Bob) Fessenden, Deputy Minister Date

Page 18
A\rr>r\n
IvJ
AcJvanced E d u c a tio n
a n d T e c h n o lo g y DEPARTMENT POLICY STATEMENT

TITLE O rientation Program Policy

Purpose The purpose of this Policy is to:

a. Establish Advanced Education and Technology’s

expectation for the orientation of all employees to the
Alberta public service, the department, their work unit, and
their role.
b. Welcome new employees into the Ministry
c. Instil a sense of pride in the opportunity to serve Albertans
d. Equip new employees with foundational understanding of
government and the values, ethics and accountability that
they will draw upon throughout their careers in the
Government of Alberta.

Policy S tatem ent Advanced Education and Technology is committed to providing

employees with a timely and comprehensive introduction to the
Alberta Public Service and to the department of Advanced
Education and Technology; to help them gain a common
understanding of their role as Government of Alberta employees,
and to be successful in their work.

Roles and Responsibilities 1. Human Resources

• Human Resources will provide tools for effective
orientation

2. Supervisors/Managers
• Designated supervisor ensures proper and complete
orientation take place

• Supervisor/Manager who initiated the recruitment

ensures that the new employee receives complete
orientation within 6 months of being hired

• New employees will receive an orientation based on the

following Common Orientation Elements, as targeted by
the APS Workforce plan:

• Pre-commencement Welcome
Information
• Administration
• Department Overview
• Connection to Senior Leadership
• Human Resources Overview
• Policies and Procedures
• Supervisor's Checklist
• Invitation to Orientation to Government
Session
D

15/ 02/2008
 3. Employees
• Supervisors and employees will jointly complete the
Supervisor’s Checklist for Employee Orientation

Scope This policy is applicable to all employees (e.g. salaried, wage, and
seconded).

Authority Executive Committee

References APS Workforce Plan
http://www.chr.alberta.ca/corporate/plan/apsworkforceplan.pdf
Division/Branch Responsible Employees, Supervisors, Managers, Executive Team and
Human Resources
Policy Number Effective Date: Replacing Version Dated:
New
Approved by: ^ ■__

Dr/RJ (6ob) Fessenden, Deputy Minister ^ Date

Page
15/ 02/2008
^ Ir Y V lSI snJ Ac*vanced Education
and Technology DEPARTMENT POLICY STATEMENT

TITLE Payment of Tuition, Text and Exam Fees for Job Specific
Training

Policy Statement Learning in the Ministry is a shared responsibility between

employees and management.
• Employees and their supervisors are responsible for
identifying relevant training opportunities and using the
acquired knowledge, skills and competencies. The
training course(s) for which reimbursement is being
claimed should be included in the employee's Learning
and Development Plan.
• Advanced Education and Technology encourages staff
development by providing assistance for job specific
training courses.
• Payment of tuition, texts and exams is based on
organizational need, priorities, and cost effectiveness.

Guidelines 1. Employees must be permanent full-time/part-time, or

temporary salaried.
2. The individual’s Development Plan should include the
training course(s).

Resources The cost of job specific training courses will be reimbursed

through division/branch budgets, subject to the availability of
funds.

Authority This policy reflect the direction of PAO Guidelines

Division/Branch Division Heads and Human Resources

Responsible
Policy Number Effective Date: Replacing Version
April 2007 Dated: November 2003

Approved by:
O rig in a l S igne d B y 17-07-07
Dr. RJ (Bob) Fessenden, Deputy Minister Date

25/07/2007
Page 21
Liberia Advanced Education
and Technology
PROCEDURES
Policy: (Name
and Number)
Date:
(Last
Update)

1. Employees who intend to request reimbursement for the cost of tuition, texts, and exams
should complete the Staff Development Form (Course/Conference Attendance Approval).
2. Employees will submit proof of payment for tuition, texts and exams for reimbursement to their
supervisor/expenditure officer through ExClaim.
3. If the first attempt at the written exam for the course does not result in a passing grade and a
re-write has an associated cost, the division/branch will reimburse the employee for one re­
write only.
4. When an exam is to be written after work hours (i.e. for evening classes), employees are not
eligible for special leave during the day. If time off is required to prepare for an exam,
employees must use vacation or banked overtime.

25/07/2007
Page 22
 / \ r r > r t n Advanced Education
/ ^ I I U A ^ I IV -I and Technology DEPARTMENT POLICY STATEMENT

TITLE Recognition Policy

Purpose/Scope The Recognition Policy describes Advanced Education and

Technology’s expectations for the purpose and conduct of
employee recognition activities in the department. The policy
of recognition applies to all employees (e.g. salaried, wage,
and seconded).

Policy Statement Advanced Education and Technology is committed to

encouraging employee contributions and achievements that
build a quality work environment and accomplish departmental
goals. This commitment is demonstrated through a
recognition program that supports formal and spontaneous
recognition activities that identify and support positive
behaviours, role models, and noteworthy accomplishments.

The formal and spontaneous recognition activities that form

the recognition program shape a culture of recognition that
enables the department to better:
• Build a sense of community and shared purpose
• Encourage innovation and collaboration
• Achieve program outcomes and deliver quality services
to Albertans.
The effectiveness of the recognition program and activities in
helping the department meet its goals and have a quality work
environment will be evaluated annually.

Authority • CHR Directive - Employee Recognition

• Freedom of Information and Protection of Privacy Act
(FOIP)
• Canada Revenue Agency
Division/Branch Responsible Human Resources
Contact Program Consultant, Human Resource Strategies
Policy Number Effective Date: Replacing Version
April 1, 2010 Dated: July 17, 2007
Approved by:
Original Signed By 04/07/2010
Annette Trimbee, Deputy Minister Date

Page 1 of 8
Page 23
/\rr>rtc\
I J n
Advanced Education
and Technology Policy: (Name Date:
PROCEDURES and Number) (Last Update)

October 2011
Recognition

A) SALUTING SUCCESS RECOGNITION PROGRAM COMPONENTS

The Saluting Success Recognition Program is an engaging and flexible approach to
encouraging employee contributions to Advanced Education and Technology’s business goals
and quality work environment. A summary of the four main elements of the program are listed
below, and further details are given on Advisor.

1. Spontaneous Recognition
Spontaneous recognition is an informal and flexible approach to ensuring that every employee
feels empowered to recognize their colleagues. The department encourages spontaneous
recognition for both individuals and teams. Examples include:
• Personal Acknowledgments (e.g. Verbal and written Thank You notes; Special
mentions).
• Minor Gifts or Awards (e.g. Flowers; Chocolates; Thank You cards; Trophies or other
Mementos).

2. Saluting Employee Excellence (SEE) Awards

The peer-nominated Saluting Employee Excellence Awards recognize individuals and teams for
outstanding contributions in the following five categories:

• Building Bridges • Corporate Citzen • Igniting Innovation

• Leadership • Service Excellence

Award recipients demonstrate substantive and clear patterns of behaviours in an award

category and uphold the Alberta public service values (Respect; Integrity; Accountability;
Excellence).

All nominees receive a congratulory note from the Deputy Minister. Award Recipients are
honoured with an award presented at the Annual Recognition Celebration.

3. Career Service Awards

Career service is valued and appreciated for the experience and understanding it enables
employees to bring to the table. All career service in the Alberta public service, both continuous
and non-continuous, is recognized.

Employees that have achieved milestone years of career service (5 years, and every 5 years
thereafter) are invited to select a special award from an online merchandise catalogue or a cash
award; additionally an optional milestone pin can be requested. Employees are recognized at
the Annual Recognition Celebration and may receive a certificate of service from the Deputy
Premier and Minister and Deputy Minister; those who have completed 25 or more years of
service may receive a Premier’s Letter.

Additionally, the contributions of employees that retire or complete their service with the Alberta
public service are recognized with a gift, plaque, and personal celebration. Those retiring after
20 years of service also may receive a Premier’s Letter.

Page 2 of 8
Page 24
4. Alberta Public Service Recognition
The Alberta public service oversees two prestigious award programs that recognize workplace
excellence.
• The Premier’s Award of Excellence recognizes superior client service and business
excellence, as well as demonstration of the respect, integrity, accountability and
excellence values. Awards are presented at the annual ceremony hosted by Corporate
Human Resources (CHR).
• The Deputy Minister of Executive Council Service Excellence Recognition Program is a
workbook-based program that jointly supports the active delivery of service to Albertans
and acknowledges the delivery of that service according to service excellence principles

B) ROLES AND RESPONSIBILITIES

1. Employees
• Recognize colleagues, supervisors and staff for day-to day successes and special
occasions.
• Nominate colleagues for Saluting Employee Excellence Awards when outstanding
contributions are observed.
• Report any prior government service to branch payroll contact to ensure accuracy of
service milestone data (wage service, breaks in service, etc.)

2. Supervisors and / or Expenditure Officers

• Demonstrate ongoing recognition of employees and teams for contributions and
participate in and support employee recognition practices.
• Work with human resources to recognize retirements/completion of service.
• Recognize employees within expenditure and CRA tax guidelines.
For details and examples, please refer to the CRA site:
http://www.cra-arc.qc.ca/tx/bsnss/tpcs/pvrll/bnfts/qfts/plcv-enq.html
• Ensure recognition expenses are coded appropriately for reporting and monitoring.
• Report the amount of taxable benefit (per CRA guidelines) to Pay and Benefits by
completing the taxable benefit statement form
(https://extranet.qov.ab.ca/qoainternalforms/forms/RGE/Admin/SA3892.pdf).
• Involve human resources and/or financial services to discuss exceptions and clarify any
questions regarding the application of this policy.
• Identify recipients of gifts and awards when paying invoices or processing P-Card or
ExClaim transactions.
o P-Card - Add employee number in chartfield 3 (CF3). If there are multiple
employees on one invoice, use the Distribution link to add more lines (+ button).
Enter one employee per distribution line.

o ExClaim - On expense line, click on “Related Claimant” icon M IE and insert

employee name and amount.
• Approve travel for recognition purposes (subject to operational requirements)

3. Recognition Committee
• As a representative of their division, guide, direct and promote recognition initiatives
within the department.
• Plan and facilitate the peer nominated Saluting Employee Excellence Awards process.
• Plan and facilitate recognition events and celebrations.

Page 3 of 8
Page 25
4. Human Resources
• Provide leadership and facilitate Recognition Committee activities.
• Revise recognition policy and program as required.
• Provide recognition supports and tools.
• Liaise with career service awards vendor on service milestone data, employee contact
procedures, and issues resolution.
• Receive and approve invoices for career service awards and verify order and delivery
information.
• Evaluate and report on program activities and outcomes.

5. Finance and Administration

• Liaise with Human Resources to identify taxable benefits.
• Ensure recognition policy, program and practices align and comply with financial policies
and procedures.
• Perform compliance review of invoices, P-Card and ExClaim transactions involving
recognition.
• Run reports to identify transactions that involve a taxable benefit. Request T4A’s as
required.

C) LEGAL AND TAX CONSIDERATIONS

1. Tax Implications

The department encourages staff to use recognition practices that are non-taxable to the
employee. The following summarizes the key points from the Canada Revenue Agency (CRA)
website regarding taxable benefits for gifts and awards

a. Cash and near-cash gifts or awards are fully taxable. Near-cash items include gift certificates
that are redeemable for cash or easily converted to cash (e.g. store provides cash change).
b. For non-cash gifts or awards, the fair market value of the gift or award is used to determine
taxability. The first $500 for each calendar year is tax-exempt. Amounts over $500 each year
are fully taxable.
c. Non-cash long service award up to $500 every five years is also tax-exempt.
d. Items of small or trivial value are not taxable. E.g. mugs, plaques or trophies.
e. Gift items with a department logo or corporate imprint are not taxable.
f. Recognition events where all employees are invited and the cost is less than or equal to $100
per person are not taxable. If the cost of the event is greater than $100 per person, the entire
amount is taxable.
g. Taxable benefits are subject to income tax, CPP and El and must be included in the T4 slip.
Complete the taxable benefit form
(https://extranet.aov.ab.ca/aoainternalforms/forms/RGE/Admin/SA3892.pdf) to report taxable
benefits.
h. Gifts are for special occasions such as birthdays, birth of child or retirement. Awards are for
employment-related recognition including career service awards.

Vouchers for a specific item where no choice is available are not taxable. Gift items with a
department logo or corporate imprint do not have a “fair market value” and are also not taxable.

Page 4 of 8
Page 26
2. Freedom of Information and Protection of Privacy
Personal information is collected pursuant to section 33(c) of the Freedom of Information and
Protection of Privacy Act (FOIP Act). The names of award recipients may be posted on AdVisor,
printed in programs and announced at the annual recognition celebration. Names and service
dates are provided to a vendor for the purposes of administering an online service award order
system. Event photographs may also be posted on AdVisor.

Employees with questions regarding the collection of personal information for recognition purposes
can contact Human Resources, 500, Phipps-McKinnon Building, 10020 - 101 A Avenue,
Edmonton, AB. T5J 3G2.

Page 5 of 8
Page 27

1. SPONTANEOUS RECOGNITION OR TEAM RECOGNITION
Purpose and Activities
Informal recognition activities
that are flexible to division /
branch staff interests.
Examples are:
• Trophies / Plaques
• Mementos
• Flowers
• Food / Chocolate
Purpose and Activities
Formal awards to recognize
outstanding contributions to
the department.
• Building Bridges
• Corporate Citizen
• Igniting Innovation
• Leadership
• Service Excellence
Awards recipients uphold the
APS Values (Respect,
Accountability, Integrity,
Excellence)
The SEE Awards are
presented at the annual
recognition celebration.
Page 6 of 8
Appendix - Special Procedures and Funding Guidelines
Special Procedures /
Funding / Claiming
Comments
These activities are funded Recognition activities may be
by the Division / Branch. provided to individuals and
teams/work groups.
Processing payments:
• ExClaim - Category is Spontaneous Recognition
“SP Money/Gift/Allow” - Gifts are purchased by a
account code 527070. Division / Branch member,
Insert name of and may be sourced from
recipient(s) using the following vendors:
“Related Claimant” icon. (www.ldeasource.ca or
https://www.cstone.ca/aas/?
• Submitting an invoice for aet), the Legislature gift
payment - use account shop, or a private store /
code 527070 or 553010 vendor.
- “Gifts” and identify
recipient(s).
• P-Card - use account
code 553010- “Gifts”
and the “More (GOA)”
and tab to the end of the
distribution line to
identify recipients by
employee ID.
2. SALUTING EMPLOYEE EXCELLENCE
Special Procedures /
Funding / Claiming
Comments
The awards are funded by The Recognition Committee
Human Resources at oversees a nomination and
approximately $100 / award. selection process.
• Nominations are
accepted year-round. A
special call for
nominations occurs in
the fall months.
• All nominees receive a
congratulatory note from
the Deputy Minister.
• A cross-department
Selection Panel reviews
nominations and
presents Award
Recipients to Executive
Team. Criteria include
‘substantiveness’ and
‘pattern’ of nominated
behaviours.
Tax Implications
Gifts/Awards that have a
department logo / corporate
imprint do not have a ‘fair
market value’ and are not
taxed.
Non-cash awards - first
$500 for each calendar year
is not taxable. Total value
over $500 per calendar year
is taxable.
For details and examples,
refer to the CRA site:
http://www.cra-
arc.qc.ca/tx/bsnss/tpcs/pyrll/
bnfts/qfts/plcv-enq.html
Tax Implications
Gifts/Awards that have a
department logo / corporate
imprint do not have a ‘fair
market value’ and are not
taxed.
The recognition celebration
or commemorative social
event is not taxed unless the
cost exceeds $100 per
employee.
For details and examples,
refer to the CRA site:
http://www.cra-
arc.qc.ca/tx/bsnss/tpcs/pyrll/
bnfts/qfts/plcv-enq.html
Page 28

Purpose and Activities
Formal Awards to recognize
loyalty and dedication to the
Alberta public service.
Recognition activities are:
• Service Milestones
• Retirement or
Completion of Service
Plaques / Premier’s
Letters
• Retirement or
Completion of Service
Social Event
• Retirement or
Completion of Service
Gifts
Service Milestones recipients
during the calendar year are
also recognized at the
annual recognition
celebration.
Page 7 of 8
3. CAREER SERVICE AWARDS
Funding / Claiming
Service Milestone gifts are
funded bv Human Resources
at approximately $ 1 0 / year
of service.
Retirement or Completion of
Service Plaques or Letters
are funded bv Human
Resources at aoDroximatelv
$150 / plaque.
Retirement or Completion of
Service social events and
gifts are funded by the
Division / Branch based on
the following:
Retirement gift:
• 1-9 years of
service=$150
• 10-19 years of
service=$300
• 20 or more years of
service=$500
Alternately, a cash award
can be selected based on
the above years of service.
Cash is a fully taxable item.
Retirement Function:
• Up to $200
Staff may also contribute
monies towards social
events or gifts to supplement
department funding.
Processing payments for
gifts and social events.
• ExClaim - Category is
“SP Money/Gift/Allow” -
account code 527070.
Insert name of
recipient(s) using
“Related Claimant” icon.
• Submitting an invoice for
payment - use account
code 527070 or 553010
- “Gifts” and identify
recipient(s).
• P-Card - use account
code 553010- “Gifts”
and enter employee
number in chartfield 3.
Special Procedures /
Tax Implications
Comments
Service Milestone Gifts: Gifts/Awards that have a
• Employees are invited to department logo / corporate
select a gift from our imprint do not have a ‘fair
online catalogue. The market value’ and are not
invitation arrives via taxed.
email from the gift
vendor 1-3 months prior Non-cash awards - first
to their service $500 for each calendar year
anniversary. is not taxable. Total value
• Gifts are sent to the over $500 per calendar year
Supervisors with a is taxable.
reminder letter asking to
present the gift to the Social events provided to the
employee in an entire workgroup are not
appropriate situation. taxed unless the cost
exceeds $100 per employee.
Retirement or Completion
of Service Plaques / Cash or near-cash
Letters. gift/awards are fully taxable.
• Division or Branch
Heads notify Human For details and examples,
Resources that an refer to the CRA site:
employee has expressed htto://www.cra-
an intention to retire / arc.ac.ca/tx/bsnss/tocs/ovrll/
complete their service. bnfts/afts/Dlcv-enq. htm I
• Human Resources
facilitates the process for
purchasing Retirement
plaques / requests
Premier’s Letters. Note:
4 weeks notice is
required for plaques
and 6 weeks notice is
required for letters.
• Plaques are delivered to
the Division or Branch
Head by Human
Resources.
• Premier’s Letters are
delivered to the Division
or Branch Head by
Human Resources.
Premier’s Letters are
provided to those
employees who retire
after 20 or more years of
service.
Page 29

Purpose and Activities
Purpose and Activities
Formal Awards to recognize
contributions at the provincial
level.
Examples are:
• Premier’s Award of
Excellence
• Deputy Minister’s
Service Excellence
Award
• United Way Certificates
and Awards of Merit
Recipients are
acknowledged at the Annual
Recognition Celebration.
Page 8 of 8
3. CAREER SERVICE AWARDS
Funding / Claiming
Retirement social events are
charged to “Hosting -
Working Sessions” - account
code 549020.
4. ALBERTA PUBLIC SERVICE RECOGNITION
Funding / Claiming
Gifts/Awards are individual
funded by the respective
granting group (e.g.,
Premier’s Office for the
Premier’s Award of
Excellence).
Special Procedures /
Tax Implications
Comments
Retirement or Completion
of Service Social Event:
• Refer to the policy for
Plosting and Working
Session Expenses for
approvals (in advance)
and required forms.
• The location and timing
of the event (in-house or
external) is at the
discretion of the signing
authorities.
Retirement or Completion
of Service Gifts:
• Gifts are purchased by a
Division / Branch
member, and may be
sourced from the
following gift vendor
(httos ://ww w.csto ne.ca/a
as/?aet), the Leaislature
gift shop, or a private
store / vendor.
• Supervisor must contact
Pluman Resources
requesting for a link to
the gift selection to be
sent to the employee.
• Employee also has an
option of selecting cash
as their gift (this is a fully
taxable item).
Special Procedures /
Tax Implications
Comments
Employees and/or Gifts/Awards that have a
Supervisors are asked to department logo / corporate
advise Human Resources of imprint do not have a ‘fair
staff receiving awards. market value’ and are not
taxed.
For details and examples,
refer to the CRA site:
htto://www.cra-
arc.ac.ca/tx/bsnss/tDcs/Dvrll/
bnfts/afts/Dlcv-ena. htm 1
Page 30
A\rr>r\r\
Iv J
Advanced Education
and Technology DEPARTMENT POLICY STATEMENT

TITLE Secondments and Developmental Assignments

Purpose The purpose of this Policy is to:

a. establish consistent Ministry principles and practices with

respect to secondments and developmental assignments,
b. clarify the types and purpose of various secondments and
developmental assignments within the Ministry,
c. provide support for employee development within the
Ministry.

Policy Statement Advanced Education and Technology, as part of its commitment to

life long learning, supports developmental assignments including
secondments to help staff meet organizational goals and to work
towards their own career goals. Advanced Education and
Technology also supports secondments from other organizations into
the Ministry to enhance the successful achievement of the business
plan, to facilitate new and cooperative approaches to problem solving
in and between organizations, and to provide an avenue to exchange
ideas, share experiences and value knowledge and experience
external to the Ministry.

This policy applies to all salaried employees in the Ministry.

Scope
In this policy the following definitions apply:
Definitions
(a) “developmental assignments” provide an alternative work and
learning experience for staff and are supported by the employee’s
learning and development plan in their performance agreement.
Developmental assignments are for a defined period of time and
include:
(i) secondments
(ii) interchanges
(iii) job rotation
(iv) cross training
(v) position enhancement
(vi) special projects
(vii) use of a vacant position for developmental purposes

(b) “secondments” refer to term-certain employment arrangements

for an Advanced Education and Technology employee to a
different area of the Ministry, the Alberta Government or an
external organization. Secondments external to the Alberta
Government are more specifically referred to as an
“interchange.” Secondments also refer to term-certain

Revised March 2007

Page 31
 employment arrangements with an employee from another
organization coming to work for the Ministry.

(c) “interchange” refers to a secondment of an employee to an

employment assignment in an organization external to the
Alberta Government. Interchanges are handled under the auspices
of the Alberta Interchange Program or the Interchange Canada
Program. Interchanges may be with private industry, federal,
provincial and municipal governments, academic institutions and
Crown boards and agencies, nationally and internationally.

(d) “secondee” is an individual participating in a secondment.

This policy reflects the direction of:

a. the Alberto Government Workforce Development

Directive http://www.pao.gov.ab.ca/directives/
Authority b. the Alberta Interchange Program
http://www.pao.gov.ab.ca/learning/interchange/aIberta-
interchange.htm
c. The Interchange Canada Program
http://www.pao.gov.ab.ca/directives/wrk dev/alta-
interchang-canada-prog.htm

1. Permanent employees have the skills and knowledge needed to

meet current and future Ministry needs.

2. Opportunities for an employee to participate in a developmental

Principles assignment will not be unnecessarily denied.

3. Developmental assignments are encouraged when they:

• meet an organizational need,
• are consistent with the Ministry’s Business and Departmental
Succession Management Plans, and
• provide the opportunity for both the development and
enhancement of skills and competencies required by the
employee’s home division, as well as the enhancement of
skills and competencies towards an employee’s career goals.

4. Secondments will not represent the majority of the established

staff levels in any Branch, program or project.

5. Secondments of employees from other organizations into the

Ministry will be based on meeting Ministry Business Plan needs.

6. Interchanges to and from external employers will normally be to

management or senior professional level positions other than key
or mission critical positions.

7. Key or mission critical positions will be staffed by Alberta

Government employees. The characteristics of key or mission
critical positions in the Ministry are:________________________

Revised March 2007 2

Page 32
 • Director level and above
• Single or unique function
• Considered to be essential by contributing significantly to the
successful achievement of the business plan

1. All developmental assignments including secondments are for a

specified period of time, ranging from 6 months to 2 years in
duration, after which an employee will normally return to their
previous work assignment.
Guidelines
2. The following factors should be considered with any
developmental assignment including secondments:
• What is the purpose of the assignment?
• What training and learning requirements are addressed with
this assignment?
• Is this assignment consistent with the Ministry Succession
Management Plan and continuity planning?
• What unique factors of the Ministry does this assignment
address?

3. Developmental assignments involving a change in position are

subject to the approval of the Division Head and are normally
posted to enable all staff to consider the opportunities. In some
cases, it is recognized that a developmental assignment will be
implemented without a posting, or with a posting limited to a
division or geographical location in order to address specific
needs or circumstances of the organization or employees.

4. All developmental assignments will include learning plans as part

of the performance management process. These learning plans
will include identification of the need for the skills and
competencies by the employee’s home branch or division.

Procedures for Developmental Assignments

1. Human Resources is available to assist in the design and

implementation of developmental assignment opportunities.

2. Managers must confirm funding for the assignment and clearly

identify the skills and competencies that will be developed or
enhanced through the assignment prior to any recruitment.

3. For developmental assignments that are at the same or lower

classification level, the employee’s current classification and
salary is maintained. If the developmental assignment is assessed
to be at a higher classification level, acting pay or a
reclassification and salary adjustment takes place for the period
of the assignment, subject to the length of the assignment.

4. Secondments are formalized with a secondment memo, letter or

Revised March 2007 3

Page 33
 agreement completed by Human Resources. A copy of this
secondment correspondence will be placed on the employee’s
official personal file.

5. For a secondment to another Ministry, the employee will

normally transfer to a position within the host Ministry and the
terms and conditions will be documented in an agreement signed
by the three parties: the employee, the Division Head and a
representative from the host Ministry.

Procedures for an Interchange (Secondment External to the

Ministry)

1. Interchange opportunities are usually identified through a job

posting process, but in some cases an employee initiates
discussions concerning an interchange. This may occur when an
employee’s developmental needs cannot be met within the
Ministry.

2. The employee prepares a formal written request for their Division

Head that outlines the personal benefits of the assignment, as
well as the benefits to the Ministry. This request also includes a
description of the interchange and once reviewed by the Division
Head is forwarded on to Human Resources.

3. Human Resources and senior Ministry staff act as facilitators

during the initial discussions concerning an employee’s interest
in an interchange opportunity.

4. Once the conditions have been negotiated, a contract (Alberta

Interchange Secondment Agreement) is prepared by Human
Resources outlining the terms of the assignment. The conditions
of an interchange are tailored to fit each particular circumstance.
Most aspects of the agreement are negotiable with the exception
of those clauses relating to Indemnity and Confidentiality.

5. Participants on an interchange remain employees of the Ministry,

continue to receive existing salary and benefits, and return to
their own or a comparable position and classification at the
conclusion of the interchange.

6. The contract is signed by the Division Head, the employee, and a

representative of the receiving organization. Interchanges at the
Executive Manager level must also be signed by the Public
Service Commissioner and Deputy Minister.

7. Financial Services are to be advised of interchanges to post­

secondary institutions or other external employers, and a copy of
the signed contract is maintained in the employee’s official
personal file.

Revised March 2007 4

Page 34
 Procedures for Secondments of External Employees

1. Managers wishing to staff through an external employee

secondment must forward a written request to Human Resources.
This request must include rationale that describes the secondment
responsibilities and the value added by using a secondee. For
example:
• expertise in a subject or area that is not available in the
Ministry
• short term program or project needs
• current “field” experience that is viewed as a requirement for
the success of the program or project
• unable to develop current Ministry employees.

2. Secondees will demonstrate that they possess the knowledge,

skills and experience required for the work assignment by
meeting the Minimum Recruitment Standards for the position’s
classification.

3. Secondees will normally have salary levels, terms and conditions

of employment comparable to those of their Ministry peers and
will remain as employees of their home employers.

4. The terms and conditions of the secondment will be documented

in an agreement signed by the three parties: the employee, a
representative of the home employer and the host Division Head.
A copy of the agreement will be provided to Financial Services.

5. Approval for an extension must be obtained from the Division

Head prior to the end of the secondment term.

Division Head
Division/B ranch
Human Resources
Responsible

Policy Number Effective Date: Replacing Version Dated:

April 2007 May 2006

Approved by:
O rig in a l S ig n e d B y 17-07-07
RJ (Bob) Fessenden, Deputy Minister Date

Revised March 2007 5

Page 35