Review of the Handling of Public
Money Project — Final Report
4.3.2 CPC Staff Workload
This section looks at CPC staff workload impacts not addressed in previous sections. The premise from the beginning was that the HPM project would not increase the workload of staff at the three CPCs. With significantly less money being collected at the CPCs, there is less need for CPC staff to count and handle money than there was before HPM.
When HPM was fully implemented, there was a permanent reduction of 3.9 full-time equivalents (FTEs) at CPC Sydney, 1.2 FTEs at CPC Mississauga and 3.4 FTEs at CPC Vegreville. However, these permanent reductions in salary were costed at $45,700 per officer FTE instead of $32,600 per support staff FTE, although the CPCs were using support staff for these tasks. This resulted in an over-reduction of $111,350 in salaries for the CPCs. Non-salary dollars were reduced by $58,775 at CPC Sydney, $4,200 at CPC Mississauga and $5,025 at CPC Vegreville. The implementation of HPM, involving the transfer of tasks to the private sector (the NBC), has eliminated the need for production staff to handle fees at the CPCs.
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For example, CPC Sydney employs one FTE to deal with HPM problems, such as receipts that are not in the system or incorrect amounts in the system, as outlined in section 5.1. This arrangement takes someone away from processing applications. CPC Sydney estimates that between 3 and 5 percent of all HPM receipts have problems, a figure that is similar to the survey results mentioned earlier.
For CPC finance and administration units, HPM has generally made processes more efficient. Bank reconciliations are easier to do and deposits to the bank are lower, decreasing the time spent preparing traditional banking deposits. As well, HPM has significantly reduced the time CPC employees spend on mail processing activities, since fees are now collected by banks and directed to the NBC).
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