Management Guide. Manual 100

Transcription

1 Management Guide Manual 100

2 Crown copyright, Province of Nova Scotia, 2013 This document is available on the Internet at < manuals/>. For further information about the s Management Manuals, please contact: Governmnent of Nova Scotia P.O. Box 1617 Halifax, Nova Scotia Canada B3J 2Y3 Telephone: (902) Fax: (902) manuals@gov.ns.ca Designed by Communications Nova Scotia. Published by Treasury Board Office. ISBN:

3 Table of Contents Table of Contents Chapter 1: Introduction 1.1 Introduction... 1 of Corporate Administrative Policy Manuals Policy... 1 of 12 Chapter 2: Organization and Responsibilities Government in Nova Scotia... 1 of 16 Department of Agriculture... 1 of 4 Department of Business... 1 of 2 Department of Communities, Culture and Heritage... 1 of 8 Department of Community Services... 1 of 6 Department of Education and Early Childhood Development... 1 of 4 Department of Energy... 1 of 4 Department of Environment... 1 of 6 Department of Finance & Treasury Board... 1 of 6 Department of Fisheries and Aquaculture... 1 of 2 Department of Health and Wellness... 1 of 6 Department of Intergovernmental Affairs... 1 of 2 Department of Internal Services... 1 of 4 Department of Justice... 1 of 12 Department of Labour and Advanced Education... 1 of 10 Department of Municipal Affairs... 1 of 4 Department of Natural Resources... 1 of 4 Department of Seniors... 1 of 2 Department of Transportation and Infrastructure Renewal... 1 of 8 Office of Aboriginal Affairs... 1 of 2 Office of Immigration... 1 of 4 Office of Service Nova Scotia... 1 of 4 Chapter 3: Submissions to Executive Council 3.1 Introduction... 1 of Developing and Submitting Your Proposal... 1 of Report and Recommendation to the Executive Council... 1 of Memorandum to Executive Council... 1 of Receipt and Review of Proposals... 1 of Decisions of Executive Council... 1 of General Formatting Instructions and Timelines... 1 of Glossary of Terms... 1 of 6 Direction on the Use of Regulatory Tools 3.9 Regulatory Management Policy (currently Manual 300, Policy 7.7)... 1 of Self-regulated Professions Policy... 1 of 10 Appendices... 1 of 52 Page 1 of 2

4 Table of Contents Page 2 of 2

5 Chapter 1: Introduction

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7 Chapter 1: Introduction 1.1 Introduction 1.1 Introduction The corporate administrative policies and procedures of the Government of Nova Scotia were approved by Executive Council on January 9, 2003, and are contained in four manuals. 100 MANAGEMENT GUIDE Documents the organizational structure of government and the delegation of responsibility to departments. This manual also outlines the Executive Council decision-making process. 200 BUDGETING AND FINANCIAL MANAGEMENT Documents budgeting and budgetary control processes as well as accounting policies and procedures. 300 COMMON SERVICES Documents common operational policies provided within government for the benefit of other government entities. 500 HUMAN RESOURCES MANAGEMENT Documents human resources policies and procedures in place for all employees, except where superseded by collective agreements. These manuals are posted in PDF format on the Treasury Board office Internet site ( Hyper-links to the corporate administrative policies (previously known as Management Manuals) are also located on the government Internet and Intranet home pages. All departments, offices, Crown corporations and other government entities are encouraged to access the manuals electronically, as it provides improved functionality over the hard copy and is a costsavings to government. The web site has been designed to assist users in the easy retrieval of relevant information. Web site features include the Record of Revisions identifying recent changes to the manuals and the option of joining a listserv for automated notification of revisions. The Corporate Administrative Policy Manuals are living documents, with the ongoing updating, adding and deleting of policies and procedures. Treasury Board office is responsible for maintaining the currency of the information on the web site. Page 1 of 2

8 Chapter 1: Introduction 1.1 Introduction Employees are to check the web site regularly to ensure they are using the current version of a policy/procedure. The master version of each manual is retained at the Executive Council Office on behalf of the Treasury Board office. References Management Manuals Policy, Q&As, Management Manuals web site Enquiries Manager, Executive Council Office (902) Approval date: January 9, 2003 Effective date: January 9, 2003 Approved by: Executive Council Administrative update: January 5, 2015 Page 2 of 2

9 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy 1.2 Corporate Administrative Policy Manuals Policy Policy Statement The publishes its corporate administrative policies and procedures in the Corporate Administrative Policy Manuals. These manuals are to be accessible electronically to and followed by all government employees, as specified in Applicability of the Corporate Administrative Policy Manuals. Applicability of the Corporate Administrative Policy Manuals (See Appendix 1-A for list) CATEGORY I Direct application of the policies and procedures in the Corporate Administrative Policy Manuals to departments, offices of government, and all public service units as defined in Schedule 10 of the Consolidated Financial Statements of Public Accounts (Volume 1). CATEGORY II Direct application to Crown corporations, which are to use the policies and procedures in the Corporate Administrative Policy Manuals to the extent that there is no conflict with their existing legislation, regulations, or existing contracts. Where possible and as appropriate, Crown corporations are to make their bylaws reflective of policy objectives. CATEGORY III Entities that receive government funding, primarily other government service organizations, are asked to embrace the intent of the policies/procedures, where to do so is determined reasonable for the efficient and effective operation of their organization. Role of Corporate Administrative Policy Manuals The corporate administrative policies and procedures of the Government of Nova Scotia were approved by Executive Council on January 9, 2003, and are contained in four Corporate Administrative Policy Manuals. These manuals provide a common standard reference system of corporate policies and procedures, permitting everyone Page 1 of 10

10 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy to operate under the same rules. With the consolidation of information in one place, they are crucial to the effective operation of government. Furthermore, the manuals serve as a corporate communication tool and will be a useful training resource for all employees. 100 MANAGEMENT GUIDE Documents the organizational structure of government and the department responsibilities. This manual also outlines the Cabinet decision-making process and the planning, budgeting, and accountability reporting cycle. 200 BUDGETING AND FINANCIAL MANAGEMENT Documents the budgeting and budgetary control processes as well as accounting policies and procedures applicable across government. 300 COMMON SERVICES Documents common operational services provided within government for the benefit of other government entities. 500 HUMAN RESOURCES MANAGEMENT Documents the human resources policies and procedures that apply to all employees, except where superseded by collective agreements. Responsibilities EXECUTIVE COUNCIL AND ITS COMMITTEES Executive Council or Treasury and Policy Board (TPB) are responsible for the final approval of the manuals for use by government employees, approval of new corporate policies and those undergoing substantive revision, as well as the repeal of policies. EXECUTIVE COUNCIL OFFICE (ECO) ECO is responsible for distributing the manuals, ensuring the ongoing maintenance of the management manuals system, coordinating a regular review of the content of the manuals, ongoing administration of the management manuals website, maintaining the master version of the manuals and setting the standards for the Corporate Administrative Policy Manuals. DEPUTY MINISTERS/DEPUTY HEADS/CEOS Deputy Ministers/Deputy Heads/CEOs are responsible for ensuring that their staff are aware of the manuals and are using them as they carry out their duties. Additionally, they are also responsible for recommending to the Manager, Executive Council Page 2 of 10

11 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Office ( ) any corporate policy/procedure revision, addition, or deletion originating from their department/government entity and for assigning ongoing responsibility within their department/government entity for these assigned policies. DEPARTMENTS/GOVERNMENT ENTITIES Departments and organizations within the government reporting entity are the content owners for individual policies and are responsible for ensuring that their policies are regularly reviewed, kept current and for notifying the Manager, Executive Council Office, of any revisions. ALL EMPLOYEES All employees are responsible to be aware of the Corporate Administrative Policy Manuals and to ensure they are using up-to-date policies and procedures to carry out their job functions. Distribution of the Corporate Administrative Policy Manuals The Corporate Administrative Policy Manuals are distributed electronically. Hyperlinks to the manuals are located on the government Internet and Intranet home pages. In instances where access to the Internet is not readily available, departments/ government entities are responsible for ensuring that hard copies are distributed to office locations as well as for notification of any revisions. The Corporate Administrative Policy Manuals website utilizes listserv technology for notification of changes to the manuals. Interested persons may join the listserv to receive these notifications. The website also maintains a Record of Revisions which provides a chronology of changes made to each policy. Maintaining the Corporate Administrative Policy Manuals Executive Council Office has responsibility for maintaining the Corporate Administrative Policy Manuals to ensure their currency and relevancy. A variety of events, such as a new fiscal year, the reorganization of a department, or budgetary considerations could trigger revisions to the manuals, resulting in any of the following: revisions to an existing policy in the manuals (either by the owner of the policy or at the initiation of ECO s review process) addition of policies repeal of policies. All policies/procedures will be reviewed on an ongoing basis every three years. The Manager, Executive Council Office, will coordinate the review process. Page 3 of 10

12 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Please note: As has been the case for all policies/procedures published in the Corporate Administrative Policy Manuals, any changes, including revision/addition/ repeal, must have deputy minister sign off on the policy proof that will be published. No policy/procedure will be released without this sign-off. Process for making revisions to an existing policy Any changes to the content of a corporate policy must be authorized by the originating department or government entity. Policy owners are to consult with the Manager, Executive Council Office who will work with the Secretary of the Executive Council Office to determine if a proposed revision is significant enough to require review by the Executive Council or TPB. Revisions considered to be material are to follow the same approval process as a new corporate policy (see Approval process for a new corporate policy.) For revisions of a minor administrative nature, approval by the deputy minister/deputy head/ceo for the department/government entity is required. Once revisions are approved, the department/government entity must forward the revised policy to the Manager, Executive Council Office, for publication. Approval process for a new corporate policy All new corporate policies require the authorization of Executive Council or TPB. Departments/government entities submit their proposed corporate policy with the appropriate documentation, (Memorandum to Executive Council). For more information about Cabinet decision-making please see Chapter 3 of the Management Guide. Approved policies must be forwarded to the Manager, Executive Council Office, by departments/government entities, for publication. Proofs of new policies must be signed by the Deputy Minister/Deputy Head/CEO before being published. Policy repeal process The repeal of a corporate policy requires the authorization of Executive Council or TPB, following the same approval process as for new corporate policies (see Approval process for a new corporate policy.) Enquiries Manager, Executive Council Office (902) Page 4 of 10

13 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Appendix Appendix 1-A Applicability of the Corporate Administrative Policy Manuals to Government Entities Approval date: January 9, 2003 Effective date: January 9, 2003 Approved by: Executive Council Administrative update: September 26, 2016 Page 5 of 10

14 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Appendix 1-A Applicability of the Corporate Administrative Policy Manuals with Government Entities Category I Direct Application Departments Department of Agriculture Department of Business Department of Communities, Culture and Heritage Department of Community Services Department of Education and Early Childhood Development Department of Energy Department of Environment Department of Finance and Treasury Board Department of Fisheries and Aquaculture Department of Health and Wellness Department of Immigration Department of Intergovernmental Affairs Department of Internal Services Department of Justice Department of Labour and Advanced Education Department of Municipal Affairs Department of Natural Resources Department of Seniors Department of Transportation and Infrastructure Renewal Offices/Public Service Entities Communications Nova Scotia Elections Nova Scotia Executive Council Council of Atlantic Premiers Executive Council Office / Office of the Premier Page 6 of 10

15 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Human Rights Commission Nova Scotia Police Complaints Commissioner Nova Scotia Securities Commission Nova Scotia Utility and Review Board Office of Aboriginal Affairs Office of the Auditor General Office of the Information and Privacy Commissioner Office of Legislative Counsel Office of the Ombudsman Office of Regulatory Affairs and Service Effectiveness Office of Service Nova Scotia Office of the Speaker Public Prosecution Service Public Service Commission Sydney Tar Ponds Agency (inactive) Category II Direct Application Crown Corporations Art Gallery of Nova Scotia Halifax/Dartmouth Bridge Commission (Halifax Harbour Bridges) Harbourside Commercial Park Incorporated Sydney Utilities Limited Housing Nova Scotia Cape Breton Island Housing Authority Cobequid Housing Authority Eastern Mainland Housing Authority Metropolitan Regional Housing Authority Western Regional Housing Authority Highway 104/Western Alignment Corporation Nova Scotia Business Incorporated Nova Scotia Crop and Livestock Insurance Commission Nova Scotia Farm Loan Board Nova Scotia Fisheries and Aquaculture Loan Board Nova Scotia Provincial Lotteries and Casino Corporation Atlantic Lottery Corporation (25% ownership) Interprovincial Lottery Corporation (10% ownership) Nova Scotia Gaming Equipment Limited Page 7 of 10

16 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Nova Scotia Innovation Corporation (InNOVAcorp) Nova Scotia Limited Nova Scotia Limited Nova Scotia Lands Incorporated Nova Scotia Liquor Corporation Nova Scotia Municipal Finance Corporation Nova Scotia Power Finance Corporation Rockingham Terminal Inc. (inactive) Sydney Environmental Resources Ltd. (inactive) Sydney Steel Corporation Tourism Nova Scotia Trade Centre Limited Waterfront Development Corporation Ltd Nova Scotia Limited Category III Recommended Application Other Government Units (as identified in the Finance Act) Acadia Coal Company Limited Fund AgraPoint International Incorporated AgriTECH Park Incorporated Annapolis Valley Regional School Board Atlantic Provinces Special Education Authority (approximately 56% share) Arts Nova Scotia Bioscience Enterprise Centre Incorporated Canada-Nova Scotia Offshore Petroleum Board (50% share) Canadian Sports Centre Atlantic (approximately 14% share) Cape Breton-Victoria Regional School Board Check Inns Limited (inactive) Chignecto-Central Regional School Board Coal Research Agreement Fund Conseil scolaire acadien provincial CorFor Capital Repairs and Replacements Fund Council of Atlantic Premiers (approximately 46% share) Creative Nova Scotia Leadership Council Crown Land Mine Remediation Fund Crown Land Silvaculture Fund Page 8 of 10

17 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Democracy 250 (inactive) Film and Creative Industries Nova Scotia Gambling Awareness Foundation of Nova Scotia Gaming Addiction Treatment Trust Fund Habitat Conservation Fund Halifax Regional School Board Invest Nova Scotia Board Invest Nova Scotia Fund Izaak Walton Killam Health Centre Law Reform Commission of Nova Scotia Muggah Creek Remediation Fund Nova Scotia Arts Council (Inactive) Nova Scotia Apprenticeship Agency Nova Scotia Community College Nova Scotia Community College Foundation Nova Scotia Coordinate Referencing System Trust Fund Nova Scotia E911 Cost Recovery Fund Nova Scotia Environmental Trust Nova Scotia Government Acadian Bursary Program Fund Nova Scotia Harness Racing Fund Nova Scotia Health Authority Nova Scotia Health Research Foundation Nova Scotia Home for Colored Children Restorative Inquiry Nova Scotia Legal Aid Commission Nova Scotia Market Development Initative Fund Nova Scotia Nominee Program Fund Nova Scotia Primary Forests Products Marketing Board Nova Scotia School Boards Association Nova Scotia School Insurance Exchange Nova Scotia School Insurance Program Association Nova Scotia Sportfish Habitat Fund Nova Scotia Strategic Opportunities Fund Incorporated Off-Highway Vehicle Infrastructure Fund P3 Schools Capital and Technology Refresh Fund Pengrowth Nova Scotia Energy Scholarship Perennia Food and Agriculture Incorporated Page 9 of 10

18 Chapter 1: Introduction 1.2 Corporate Administrative Policy Manuals Policy Provincial Drug Distribution Program Public Archives of Nova Scotia Public Debt Management Fund Queen Elizabeth II Health Sciences Centre Auxiliary Renova Scotia Bioenergy Inc. Resource Recovery Fund Board Schooner Bluenose Foundation Scotia Learning Technology Refresh Fund Select Nova Scotia Fund Sherbrooke Restoration Commission South Shore Regional School Board Species-at-risk Conservation Fund Strait Regional School Board Sustainable Forestry Fund Sysco Decommissioning Fund Tri-County Regional School Board Upper Clements Family Theme Park Limited (inactive) Vive l Acadie Community Fund Waycobah School Assistance Fund Nova Scotia Limited Page 10 of 10

19 Chapter 2: Organization and Responsibilities

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21 Chapter 2: Organization and Responsibilities Government in Nova Scotia Government in Nova Scotia Nova Scotia is one of 10 provinces and three territories that make up the federation of Canada. Canada is a constitutional monarchy, and the Head of State is Queen Elizabeth II, Sovereign of Canada. The Queen is represented in Canada by a Governor General and in each province by a Lieutenant Governor. Canada s Constitution Acts, 1867 to 1982, established the federal system in Canada and outlined the division of powers between the federal and provincial governments. Some matters are primarily within federal jurisdiction (such as foreign affairs and defence) and others are under provincial control (such as education and transportation). Some activities and services are regulated by legislation at both levels of government. THE LIEUTENANT GOVERNOR The Lieutenant Governor (LG) is the representative of the Queen in the Province of Nova Scotia and carries out constitutional responsibilities at a provincial level. The Lieutenant Governor, together with the House of Assembly, forms the Legislature of the Province of Nova Scotia. The LG calls the House of Assembly into session and prorogues and dissolves the House of Assembly. The LG reads the Speech from the Throne at the opening of the Session of the Legislature. The LG gives Royal Assent (approval) to legislation. The Lieutenant Governor and the Executive Council together form the, the executive branch of government. The LG signs Orders-in-Council, the recorded decisions of the Executive Council. The LG appoints Members of the Executive Council on the advice of the Premier. The Lieutenant Governor also has a number of ceremonial duties, including receiving representatives of other governments and institutions signing official documents such as proclamations The Lieutenant Governor is responsible for ensuring that there is always a government in place. As with the Governor General, the Lieutenant Governor technically has the power to dismiss a government for unlawful or unconstitutional Page 1 of 16

22 Chapter 2: Organization and Responsibilities Government in Nova Scotia actions and can refuse a decision of the Executive Council if it is in the public interest to do so. However, the royal representative rarely uses this power to upset the affairs of an elected government, and the Crown s presence is more ceremonial in nature. If the Lieutenant Governor is absent from the Province, the Chief Justice of Nova Scotia takes his or her place and is referred to as the Administrator of the Government of the Province of Nova Scotia. Branches of Government There are three branches of government in Nova Scotia: the Legislature, the Courts, and the Executive branch (Executive Council). THE LEGISLATURE The Legislature consists of the Lieutenant Governor and an elected legislative assembly called the House of Assembly. The 51 Members of the House of Assembly (MLAs) are elected by voters in electoral districts. While an election can be called at any time, no elected assembly may sit for more than five years. The House must meet at least twice a year. The House of Assembly s main functions are to: consider, enact, amend, and repeal legislation debate policies put forward by the Executive Council and authorize spending, taxing, and borrowing by the provincial government Page 2 of 16

23 Chapter 2: Organization and Responsibilities Government in Nova Scotia These functions are supported by two offices of the Legislature as well as by a number of administrative offices Office of the Clerk of the House The Chief Clerk of the House is responsible, under the Speaker, for all proceedings and reports of the Legislative Assembly, and for matters related thereto. Office of the Legislative Counsel The Legislative Counsel prepares all legislation, provides counsel and support services to committees of the House, and prepares annual, consolidated, and revised statutes. Three independent offices, the Office of the Auditor General, the Office of the Ombudsman, and the Chief Electoral Office, also report to the House of Assembly. Office of the Auditor General The Auditor General is a servant of and reports to the House of Assembly. The Auditor General s responsibilities and authorities are derived from the Auditor General Act and other legislation. The Auditor General Act specifies the responsibility to examine the accounts of the province and its various agencies and transfer payment recipients and the requirement to report to the House of Assembly on the government s stewardship of public funds and public property. The Auditor General helps the House of Assembly hold government accountable by performing independent examinations of and reporting on the credibility of financial statements and other government accountability reports compliance with legislation, regulations, agreements, and policies adequacy of systems and controls extent of due regard for economy and efficiency in the management and use of public funds or public property. Office of the Ombudsman The Ombudsman is empowered to hear and investigate personal complaints from individuals who feel they have been done a disservice by municipal or provincial government departments in Nova Scotia. The Ombudsman may use his or her investigatory powers to correct injustices or to guide complainants in the right direction to have their grievances rectified. The Ombudsman may also recommend appropriate measures to government departments. Page 3 of 16

24 Chapter 2: Organization and Responsibilities Government in Nova Scotia The Ombudsman can help settle only those grievances arising from the administration of laws and regulations of government departments and agencies. These may be in the form of unreasonable delays, administrative errors, oversight, negligence, abuse of authority, inefficiency, etc. The Ombudsman has no jurisdiction over decisions made by judges, magistrates, or justices; by the Executive Council or its committees; or by private companies and individuals. Chief Electoral Officer The Chief Electoral Officer is responsible for the administrative aspects of provincial elections. In that connection, he or she issues instructions to returning officers, and through them to other election officers such as enumerators, deputy returning officers, and poll clerks provides election officers with sufficient supplies and materials for the efficient conduct of elections enforces on the part of election officers fairness, impartiality, and compliance with the Elections Act. THE JUDICIARY The judicial branch of government is independent of the legislative and executive branches. There are four courts in Nova Scotia, each responsible for hearing different kinds of cases. Nova Scotia Court of Appeal The Court of Appeal is the highest court in the province. It hears appeals in civil and criminal matters from the Supreme Court and in civil (Family) matters from the Family Court. The Chief Justice of the Court of Appeal is the Chief Justice of Nova Scotia. Supreme Court of Nova Scotia The Supreme Court of Nova Scotia has civil and criminal jurisdiction and power and authority to hold jury trials, to try murder cases (except for young offenders), and to grant divorces and deal with matrimonial property. The Supreme Court sits as an appeal court on Provincial Court and Small Claims Court matters. Judges of the Supreme Court are also probate and bankruptcy judges. The Supreme Court (Family Division) hears all family matters, including maintenance, custody/access, and child protection matters. It is also a Youth Court for young persons aged Page 4 of 16

25 Chapter 2: Organization and Responsibilities Government in Nova Scotia Family Court The Family Court handles family related issues, including maintenance, custody/ access, and child protection matters. It is also a Youth Court. Provincial Court This court has exclusive jurisdiction over all summary offences under provincial statutes and federal acts and regulations and exclusive jurisdiction over certain indictable offences. THE EXECUTIVE BRANCH The Executive Branch of government is generally referred to as the government. Technically, the word government means the Lieutenant Governor acting by and with the advice of the Executive Council, correctly referred to as the Governor-in-Council. Executive Council is the decision-making authority for the Government of Nova Scotia. Members of the Executive Council, known as Ministers, collectively form the Executive Council, also known as Cabinet. By convention, Executive Council ministers are normally MLAs. Ministers are chosen by the Premier and appointed by the Lieutenant Governor, pursuant to the Executive Council Act. By tradition in Nova Scotia, the Premier is appointed President of the Executive Council. Executive Councillors are Ministers of the Crown, whether or not they have been appointed to preside over a department. Appointments are made under the Great Seal of the Province to hold office and preside over departments. Page 5 of 16

26 Chapter 2: Organization and Responsibilities Government in Nova Scotia Page 6 of 16

27 Chapter 2: Organization and Responsibilities Government in Nova Scotia The Executive Council Act lists the Ministers offices. Ministers are assigned to oversee one or more government departments or agencies, along with other duties as prescribed by statute. A Minister without Portfolio is the title given to a member of the Executive Council who does not preside over a department. The Governor-in-Council may from time to time assign other responsibilities to any department or member of the Executive Council. Executive Council Responsibilities The Executive Council exercises the formal executive powers of the Crown. Its formal actions are those of the Governor-in-Council, and its recorded decisions are Orders-in-Council. The Executive Council may only do those things that are permitted by the House of Assembly through legislation and, to a much lesser extent, those things that are permitted by way of prerogative power, such as making appointments. The Executive Council determines the government s policies and priorities and is responsible for their execution. The Executive Council meets regularly to agree on the broader goals, policies, and programs for the Province of Nova Scotia and account for their decisions through debate in the House of Assembly. The Executive Council makes key policy decisions, including proposals for spending, taxing, and borrowing; directing the administration and delivery of government programs; and proposing new legislation or amendments to existing legislation. These decisions, however, are subject to debate and votes by the Legislative Assembly. The Executive Council has the responsibility for the operations and management of government, for guiding the government s programs and legislation in the House of Assembly, and for leadership in House operations and transactions. Subject to law, the Executive Council is free to organize the activities of the government in the manner best suited to attain its objectives, bearing in mind that the resulting actions should not run contrary to the general wishes of the electorate. Executive Council discussions are confidential. Ministers swear an oath of confidentiality and are not permitted to reveal the substance of deliberations in Executive Council meetings. Executive Council decisions are made by consensus, and Ministers are bound to support Executive Council decisions. Page 7 of 16

28 Chapter 2: Organization and Responsibilities Government in Nova Scotia Premier By custom, the Premier or First Minister is chosen by the party having the most seats in the House of Assembly. The Premier also serves as President of the Executive Council. The Premier is responsible for managing the Executive Council decision-making process and establishing the organization and methods of operation of Executive Council and its committees. Responsibility as Members of the Executive Council Collective responsibility is a long-established principle of the parliamentary system. It applies to the executive action taken by the Executive Council as well as to the formulation of policy by the Executive Council. Individually, members of the Executive Council are responsible to the House of Assembly (and to their colleagues) for specific duties assigned to them. Every department, board, commission, committee, or other provincial agency of the Crown reports to the House of Assembly through a Minister. The Minister is directly responsible with respect to general policy and at least for the selection of commissioners or board members in respect of their effectiveness. The degree of control and the extent of accountability vary according to the type of agency and the provisions of the act of the legislature under which it was established. Where a department is established (or continued) by an act, and otherwise by convention, the Minister shall preside over and have charge of the department be responsible for the administration of the act and the regulations. A Minister may be given responsibility for the administration of any act either by a specific provision in that statute, in an act relating to the department, or by orderin-council, pursuant to the Public Service Act. Powers of a Minister apply also to a Minister acting, the successors in office, or the deputy minister. Page 8 of 16

29 Chapter 2: Organization and Responsibilities Government in Nova Scotia COMMITTEES OF THE EXECUTIVE COUNCIL Treasury and Policy Board Treasury and Policy Board is a committee of the Executive Council charged with establishing plans and policies for the operation of the government and ensuring that they are developed and implemented in a co-ordinated and fiscally responsible manner and without limiting the generality of the forgoing, shall include: development and implementation of policies, plans and strategies for the effective administration and operation of government; identification and prioritization of policy issues, selection of policy initiatives and direction of action on policy issues and initiatives; budget preparation and approval and expenditure control; the establishment of reporting requirements to ensure the full accountability of government departments, offices and agencies; ensuring that decisions respecting any provincial investment align with the Government s economic development strategies and priorities; and ensuring alignment between government s fiscal and policy agendas. Treasury and Policy Board is composed of a Chair and not fewer than four other members of the Executive Council as are deginated by the Governor-in-Council. All matters and things coming before the Treasury and Policy Board are subject to Cabinet privilege to the extent that they would be if they came before the Executive Council. The Premier and Deputy Premier are ex-officio members of all Committees of the Executive Council. Program Review Committee The Program Review Committee is a sub-committee of Treasury and Policy Board. The mandate of the Program Review Committee shall be to oversee the review of departmental programs and expenses and make recommendations to Treasury and Policy Board. The Program Review Committee is composed of a Chair and members of the Executive Council and Government Caucus, as appointed by the Premier. All matters and things coming before the Program Review Committee are subject to Cabinet privilege to the extent that they would be if they came before the Executive Council. Page 9 of 16

30 Chapter 2: Organization and Responsibilities Government in Nova Scotia Those members and caucus participants of the Program Review Committee who are not also members of the Executive Council shall submit an Oath of Confidentiality. Government Priorities and Legislation Committee The Government Priorities and Legislation Committee is a committee of the Executive Council. The mandate of the Government Priorities and Legislation Committee is to provide a forum for discussion, deliberations and input to inform priority setting and policy development and to review proposals for draft legislation. The Government Priorities and Legislation Committee will provide input and considerations to inform and assist decisions of the Treasury and Policy Board and Executive Council. The Government Priorities and Legislation Committee is composed of all members of the Executive Council. All non- Executive Council members of the Government Caucus shall be caucus participants on the Government Priorities and Legislation Committee. All matters and things coming before the Government Priorities and Legislation Committee are subject to Cabinet privilege to the extent that they would be if they came before the Executive Council. Those members and caucus participants of the Government Priorities and Legislation Committee who are not also members of the Executive Council shall submit an Oath of Confidentiality. CENTRAL GOVERNMENT OFFICES In Nova Scotia, the Premier and the Executive Council are supported in the exercise of their responsibilities by the Office of the Premier, the Executive Council Office, the Department of Finance and Treasury Board, the Department of Intergovernmental Affairs, the Public Service Commission and Communications Nova Scotia. The Deputy Minister of the Office of the Premier also acts as the CEO of the Office of Communications Nova Scotia and assists the government in defining its objectives and priorities, oversees the development of policies consistent with these priorities, and acts as a liaison on these matters with government departments. These complementary roles allow the Deputy Minister to serve as a formal link between the Executive Council and the public service. Page 10 of 16

31 Chapter 2: Organization and Responsibilities Government in Nova Scotia This same Deputy Minister, as Head of the Public Service, provides leadership to the public service and oversees and evaluates the work of all deputies. As the senior deputy minister, he/she leads a weekly meeting of deputy ministers to discuss government policies, proposals, and issues. Office of the Premier The Office of the Premier supports the Premier in carrying out the functions demanded of the head of government, leader of a political party, and Member of the House of Assembly. Its staff are primarily appointed by the Premier. Premier s Office staff provide the Premier with policy and political advice; they also deal with day-to-day matters in the legislature and ensure political liaison with Caucus and the party. The office also provides practical administrative support for the Premier, including coordinating his agenda, travel, media relations and preparing correspondence. Executive Council Office (ECO) The Executive Council Office (ECO) is the permanent non-partisan secretariat to the Executive Council (Cabinet) and its Committees, and Office of the Premier as required. ECO is non-departmental in function and purpose. ECO supports the Executive Council in developing and advancing the priorities of government. It is responsible for aligning and coordinating government departments in the execution of key priorities of government and provides advice and support regarding the governance of and appointments to agencies, boards and commissions, and aims to ensure that the business of Executive Council and its Committees is conducted in a timely and efficient manner. ECO works closely with Department of Finance and Treasury Board (FTB) to execute Government s mandate. ECO provides administrative and operational support, such as human resources and budgeting for the Office of the Premier. ECO has three primary goals: Leadership, co-ordination and collaboration with Departments Support of Executive Council and its Committees Administrative and Operational Support for the Office of the Premier Page 11 of 16

32 Chapter 2: Organization and Responsibilities Government in Nova Scotia Department of Finance and Treasury Board The Department of Finance and Treasury Board supports Government by establishing a sound fiscal plan and financial framework to achieve the priorities of Nova Scotia. The Department accomplishes this through its activities: budget and fiscal plan development; financial accounting; expenditure management financial advisory services; continuous program review and strategic initiatives; revenue estimates and federal transfers; tax policy, administration and credits; economic forecasting, policy analysis and modelling; liability, debt and treasury management; corporate compliance and reporting; regulation of pensions and select financial institutions; and policy oversight to the securities and liquor control sectors. The department is guided by the following 5 mandate items: In collaboration with all government departments agencies, balance the provincial budget within government s mandate. Lead government-wide efforts to improve efficiency and effectiveness through continuous program review. Review options to implement changes to the province s tax structure to support economic growth. Explore asset divestiture, optimization, and monetization of asset opportunities. Lead efforts to reach affordable agreements with public sector workers that achieve sustainable public services for Nova Scotia. The Department s focus is to preserve the financial capacity of government to provide public services in Nova Scotia, by achieving ongoing fiscal sustainability for the Province. Fiscal sustainability provides the environment needed to help Government achieve its priorities and the ability to invest in health and education. Departmental priorities include achieving financial accountability, enhancing the province s fiscal interests, expenditure management, providing corporate services, and effective money management, ensuring responsible regulatory environment, and developing a quality organization. It also has broad responsibilities for corporate management, including development and monitoring of administrative standards and processes. Page 12 of 16

33 Chapter 2: Organization and Responsibilities Government in Nova Scotia Intergovernmental Affairs (IGA) The mission of Intergovernmental Affairs is to preserve, promote, and protect the province s interests in relations with other governments and in trade negotiations and disputes. The Premier is the Minister and the Premier is also the Minister responsible for Military Relations. Additionally, Intergovernmental Affairs reports to the Minister of Trade. Principal areas of current activity include: Federal-Provincial Cooperation; Interprovincial and Territorial Relations; Trade Policy; International Relations; Military Relations; The Protocol Office; and, Government House. Led by the Deputy Minister of Intergovernmental Affairs, staff research and track issues and consult and coordinate with line departments and key stakeholders to develop intergovernmental policy and to provide strategic advice to its respective Ministers. Intergovernmental Affairs ensures that its respective Ministers are prepared in advance of negotiations with the leaders of other governments and relevant stakeholders. Public Service Commission (PSC) As an internal service provider, the PSC plays a corporate support role to government departments and agencies. Our mandate is to ensure that the Nova Scotia Government has the human resources required to manage, create and deliver excellent, high-quality programs and services to citizens. We do this by developing, implementing and evaluating corporate human resource policies, programs, services and standards. In addition, the PSC is the government s agent for collective bargaining with unions that represent direct government employees, and is responsible for developing, advising and implementing labour relations strategy for the broader public sector. Page 13 of 16

34 Chapter 2: Organization and Responsibilities Government in Nova Scotia Specifically, the following functional areas and their corresponding work units form the PSC: Client Service Delivery (i.e. HR service delivery, occupational health and safety, absence management, recruitment and transition, innovation and service development, workplace conflict resolution and investigations). Labour/Employee Relations and Benefits (i.e. labour relations, collective bargaining, employee relations and benefits). Corporate Business Development and Support (i.e. compensation and classification, HR policy and planning, budget and administration, HR systems and information management). People & Culture (i.e. respectful workplace, corporate diversity and inclusion, organizational effectiveness, psychological health and safety, FlexNS, employee engagement, employee learning and development). These functional areas are guided by the PSC s two main outcomes: to develop an engaged, productive workforce to support government s priority goals; and to improve client service delivery through accountability and engagement. Communications Nova Scotia (CNS) Communications Nova Scotia (CNS) is government s full-service, central communications agency, responsible for providing a range of services including: strategic communications planning; marketing and advertising services, including media planning and buying; communications research and evaluation; media-relations services; graphic design; strategic Internet planning and design; photography and videography; and writing, editorial and French translation services. CNS is also responsible for management of the corporate identity of the Government of the Province and social media use. Page 14 of 16

35 Chapter 2: Organization and Responsibilities Government in Nova Scotia GOVERNMENT DEPARTMENTS AND OFFICES The Nova Scotia Government is organized into departments, government units, government business enterprises, government partnership arrangements and Crown corporations. Legislation authorizes departments, offices, and other organizations to administer and deliver programs and services. Departments have line and staff functions. Line groups deliver services directly to clients, often through regional and district offices. Staff groups coordinate the departments policies in the areas of finance, administration, personnel, communication, and other services. Deputy ministers are appointed by order-in-council as the chief administrative officers of departments who work under the direction of the Minister and who perform duties assigned by the Governor-in-Council. The deputy minister is responsible for managing the day-to-day operations of the department, including carrying out government policies implementing decisions made by the Minister and the Executive Council providing information to assist the Minister in making decisions leading the department s staff. Offices carry out similar functions under a chief executive officer. Administrative update: June 23, 2017 Page 15 of 16

36 Chapter 2: Organization and Responsibilities Government in Nova Scotia Page 16 of 16

37 Chapter 2: Organization and Responsibilities Department of Agriculture Department of Agriculture Responsibilities OFFICE OF THE DEPUTY MINISTER The Deputy Minister, responsible to the Minister of Agriculture, oversees the overall administration and corporate planning of the department. AGRICULTURE AND FOOD OPERATIONS BRANCH The Senior Director, reporting to the Deputy Minister, oversees the operational side of the department, comprising of Value Chain Development, Land Protection and Extension and Outreach sections as well as the Agriculture Protection Division consisting of: Laboratory Services, Animal and Crop Protection and Veterinary Services. Responsibilities of this branch include: Advisory Services and Outreach; Regional Services, which includes resource coordinators, rural leadership and land protection operations; Business development, transition coordinators, agriculture education and environmental and land protection; and Agriculture Protection, which includes pathology and analytical lab services, and animal protection, which includes animal welfare, bees, weeds and pests. POLICY AND CORPORATE SERVICES BRANCH The Senior Director, reporting to the Deputy Minister, oversees the administration and operation of four divisions, which service the Departments of Agriculture and Fisheries and Aquaculture. This branch also includes the Crown Lending Agencies. Policy Responsible for corporate business planning, accountability reporting, policy development and coordination, research and analytical development and coordination; legislation and regulations planning, coordination, development and review; departmental submissions to Executive Council and other corporate entities; agency, board and commission appointments; and stakeholder and Federal/ Provincial/Territorial business relationships and initiatives. Page 1 of 4

38 Chapter 2: Organization and Responsibilities Department of Agriculture Programs and Business Risk Management Includes the Crop & Livestock Insurance Commission which administers the AgriInsurance program for the Province and Programs which is responsible for the delivery of federal/provincial and provincial only programs that support the economic growth and sustainability of the agriculture and agri-food sector. Natural Products Marketing Council Supports the administration of the Council which oversees the supply management sector within Nova Scotia. The Council helps provide the regulatory framework and is the supervisory authority for Nova Scotia s commodity boards, as well as regulating the processing and marketing of milk. Corporate Services Oversees corporate administration for all locations occupied by the two departments including building and space management, records management, and occupational health and safety, along with a variety of other services. Crown Lending Agencies This Branch also includes two Crown Lending Agencies under the responsibility of a Director: Nova Scotia Farm Loan Board Nova Scotia Fisheries and Aquaculture Loan Board These agencies support development and growth by providing financing and credit counselling to the agriculture, timber, and fishing and aquaculture businesses. Acts Administered Agrologist Act Agricultural Marshland Conservation Act Agricultural Weed Control Act Agriculture and Marketing Act Agriculture and Rural Credit Act Animal Health and Protection Act Animal Protection Act Atlantic Provinces Harness Racing Commission Act Baby Chick Protection Act Bee Industry Act Crop and Livestock Insurance Act Page 2 of 4

39 Chapter 2: Organization and Responsibilities Department of Agriculture Dairy Industry Act Farm Practices Act Farm Registration Act Federations of Agriculture Act Fences and Detention of Stray Livestock Act Imitation Dairy Products Act Livestock Health Services Act Margarine Act Meat Inspection Act Natural Products Act Potato Industry Act Provincial Berry Act Sheep Protection Act Veterinary Medical Act Wildlife Act (Deer/Game Farming/Marketing of Deer Products) Women s Institutes Act Administrative update: November 6, 2017 Page 3 of 4

40 Chapter 2: Organization and Responsibilities Department of Agriculture Page 4 of 4

41 Chapter 2: Organization and Responsibilities Department of Communities, Culture & Heritage Department of Communities, Culture and Heritage MINISTER DEPUTY MINISTER COMMUNICATIONS LEGAL SERVICES FINANCE CSU HUMAN RESOURCES CSU SECRETARIAT Executive Director GAELIC AFFAIRS Executive Director ARCHIVES, MUSEUMS & LIBRARIES Executive Director AFRICAN NOVA SCOTIAN AFFAIRS Executive Director CULTURE & HERITAGE DEVELOPMENT Executive Director ACADIAN AFFAIRS Executive Director GAMING Senior Director STRATEGIC PLANNING & INTERGOVERNMENTAL AFFAIRS Director ARCHIVES NOVA SCOTIA Director COMMUNITIES Director INTERNET STRATEGIES & DESIGN Director INNOVATION, COLLECTIONS & INFRASTRUCTURE Director CULTURE & HERITAGE DEVELOPMENT Director INFORMATION & RISK MANAGEMENT / BUSINESS SOLUTIONS Director NOVA SCOTIA MUSEUM OPERATIONS Director ARTS NOVA SCOTIA Director POLICY & EVALUATION Director LIBRARIES NOVA SCOTIA Director Mandate The Department of Communities, Culture and Heritage is responsible for contributing to the well-being and prosperity of Nova Scotia s diverse and creative communities through the promotion, development, preservation and celebration of our culture, heritage, identity and languages, and by providing leadership, expertise and innovation to our stakeholders. Page 1 of 6

42 Chapter 2: Organization and Responsibilities Department of Communities, Culture & Heritage Vision A Province which enhances pride in our creative and diverse communities and people, allowing us to embrace our past and influence our future. Mission The Department of Communities, Culture and Heritage supports our internal and external stakeholders and communities with best practice services, programs and policies that preserve and provide access to Nova Scotia s life-long learning, culture, heritage, identity and early languages. Core Business by Division An Overview ARCHIVES, MUSEUMS AND LIBRARIES CCH strengthens communities by supporting life-long learning and preserving, protecting, presenting and promoting NS s arts, culture and heritage. Through these efforts, our heritage comes alive and we share our passions, celebrate life-long learning and connect with others. Nova Scotia Archives The story of our heritage is told at Nova Scotia Archives. Photographs, text, sound and film reveal the events of our past. The Archives houses recorded information that is significant to our province from government records to some of our greatest documentary treasures. Integrated functions include Archives Services and Onsite/Online Services. The Nova Scotia Archives acquires and preserves government and private-sector records of provincial significance and scope, and facilitates public access to those records onsite and online for research and lifelong learning. It also is the permanent repository of the records of public bodies, and it encourages and assists the professionalization of archival activities within the public and private sectors. Nova Scotia Museum The Nova Scotia Museum is made up of sites across the province, including 27 unique museums, historic buildings, heritage farms and villages, and more than one million artifacts and specimens. The Nova Scotia Museum provides a wide range of heritage services, including carrying out and sponsoring new research on Nova Scotia s heritage, and creating a variety of products such as exhibits, publications, web sites, museum kits and educational programs that interpret our rich natural and cultural heritage. The Nova Scotia Museum is mandated to ensure the stewardship of significant archaeological, historical and paleontological sites and remains, including those underwater. Page 2 of 6

43 Chapter 2: Organization and Responsibilities Department of Communities, Culture & Heritage Nova Scotia Provincial Library There are 79 public library branches across Nova Scotia. They reach every community, enhancing lives and connecting people. Libraries encourage life-long learning. The Provincial Library provides leadership and centralized services for our many libraries, as well as annual funding distributed to the province s public libraries. It ensures everyone has access to the benefits of essential library services. CULTURE AND HERITAGE DEVELOPMENT Our culture and heritage contribute much to our quality of life, enriching our diverse communities and benefiting our economy. The Division works with partners to strengthen community cultural skills and knowledge, heighten the quality and diversity of activities, and increase access to cultural resources and activities. The Culture and Heritage Development Division manages all matters related to heritage and culture legislation, departmental funding programs and developmental initiatives, and matters related to Communities Nova Scotia, Arts Nova Scotia, the Creative Nova Scotia Leadership Council and the Advisory Council for the Heritage Property Act. Culture and Heritage Development Administers funding to community, culture and heritage based organizations, professional and emerging artists, and individuals by way of a broad range of programs. Culture and Heritage Development works with various stakeholder groups on culture and heritage projects and provides advice and support on broad sector development. It is responsible for the administration of the Special Places Act, Heritage Property Act and Cemeteries and Monuments Protection Act. Communities Nova Scotia Provides integrated support for diversity and community capacity and sustainable development. Communities Nova Scotia works collaboratively with communities and government partners to help them reach their potential by building upon their skills and strengths, connecting to programs and services, and fostering new relationships and leveraging existing ones. Where communities of interest (equity and culture identity groups) exist, it champions inclusion by facilitating access to programs and services, the promotion and celebration of diversity, and the integration of diversity and social equity values in program and policy development. Communities NS is responsible for the administration of the Multiculturalism Act. Page 3 of 6

44 Chapter 2: Organization and Responsibilities Department of Communities, Culture & Heritage ACADIAN AFFAIRS By advising and supporting government in the development and delivery of Frenchlanguage services, Acadian Affairs contributes to the preservation and growth of the Acadian and francophone community. CCH is responsible for the French-language Services Act. Acadian Affairs serves as a central support agency for provincial government departments, offices, agencies and Crown corporations. It acts as a liaison between the Acadian and francophone community and the provincial government. The Office of Acadian Affairs was formally established in 2004 by the French-language Services Act which confirmed the provincial government s commitment to offering services in French. The Office of Acadian Affairs is responsible for implementing the French-language Services Act. AFRICAN NOVA SCOTIAN AFFAIRS There are more than 48 African Nova Scotian communities in our province. African Nova Scotian Affairs works with government and the African Nova Scotian community to enhance cultural understanding and assist in the delivery of services that meet the unique needs of African Nova Scotians. It is the connecting point to the community, promoting African Nova Scotian priorities and bringing people together to share in cultural experiences. African Nova Scotian Affairs contributes to government decision-making and facilitates positive change on behalf of African Nova Scotians. It also works in partnership with departments, agencies and other organizations to develop solutions that support the ongoing well-being of African Nova Scotians. ANSA is an advocate for African Nova Scotians, encouraging dialogue and involvement between government and the community. GAELIC AFFAIRS Gaelic language and culture have been part of Nova Scotia s diversity since the early 1700s. More than 200,000 Nova Scotians have connections to Gaelic speaking settlers and many more participate in cultural activities such as music, dance and art. Gaelic Affairs works to promote and develop Gaelic language and culture, ensuring it continues to be a vibrant part of our communities and economy. Gaelic Affairs assists and supports community initiatives and projects, facilitates and creates dialogue between government, community, regional and international partners regarding areas of importance to Gaelic development, advocates for improved services and programs that reflect the needs of the community, and promotes Gaelic s value and its contribution to the diversity of the province. Page 4 of 6

45 Chapter 2: Organization and Responsibilities Department of Communities, Culture & Heritage SECRETARIAT The Secretariat business areas work to support corporate accountability, governance, and best practices in their support of all departmental operational areas. This group provides a centralized service area of expertise which is available to all divisions. This area manages the briefing note process for the department, leads the Submissions to Executive Council processes, administers the Freedom of Information and Protection of Privacy Act (FOIPOP), and provides centralized guidance for departmental strategic planning and work with other levels of government in the following sections: Business Administration and Corporate Initiatives Information, Risk Management and Business Support Policy Strategic Planning and Intergovernmental Relations Internet Strategies and Design Additional Business NOVA SCOTIA PROVINCIAL LOTTERIES AND CASINO CORPORATION The Nova Scotia Provincial Lotteries and Casino Corporation (NSPLCC), formerly the Nova Scotia Gaming Corporation, is an agent of the Province established under the Gaming Control Act. The Corporation conducts and manages gaming (lottery schemes including video lottery, lottery tickets and casinos) in Nova Scotia within the Criminal Code of Canada. The Corporation has an agency agreement with Atlantic Lottery Corporation to operate ticket and video lotteries in Nova Scotia and an operating agreement with the Great Canadian Gaming Corporation to operate casinos in Halifax and Sydney. It is also a party to a shareholders agreement among ALC and the other three Atlantic Provinces. THE ART GALLERY OF NOVA SCOTIA The Art Gallery of Nova Scotia is an agency of the Province of Nova Scotia. Its mandate is to develop a collection, exhibition program, and public program that brings Nova Scotians and visitors in contact with contemporary and historic art that is associated with the province while also introducing art from across the region, the country, and other nations and cultures. The Art Gallery of Nova Scotia is the largest art museum in Atlantic Canada. With locations in downtown Halifax and downtown Yarmouth, the Gallery houses the Province s art collection and offers a range of exhibitions and programming. Page 5 of 6

46 Chapter 2: Organization and Responsibilities Department of Communities, Culture & Heritage Acts Administered Art Gallery of Nova Scotia Act Arts Nova Scotia Act Black Cultural Society Act Cemeteries and Monuments Protection Act Community Spirit Act Creative Nova Scotia Leadership Council Act Cultural Foundation Act Gaelic College Foundation Act Gaming Control Act Heritage Property Act French-language Services Act Libraries Act Multiculturalism Act Nova Scotia Museum Act Nova Scotia Tartan Act Public Archives Act Schooner Bluenose Foundation Act Sherbrooke Restoration Commission Act Special Places Protection Act Status of the Artist Administrative update: April 5, 2013 Page 6 of 6

47 Chapter 2: Organization and Responsibilities Department of Community Services Department of Community Services Responsibilities The overall mandate of the Department of Community Services is to provide for people in need. In doing so, the department offers a wide range of social services to Nova Scotians in need and operates under a broad legislative mandate. The services provided by the department form the social safety net and play a significant role in contributing to better futures for our children and families, persons with disabilities, and to the overall health and well-being of communities throughout Nova Scotia. Within the department s programming (Employment Support and Income Assistance, Child, Youth and Family Supports, and the Disability Support Program) and that of the two agencies supporting it (Housing Nova Scotia and the Status of Women), Community Services aims to promote the independence, self-reliance, and security of the people we serve. This is achieved through excellence in service delivery, leadership, and collaboration with our partners. The department works with individuals, families, youth, and children to enable them to meet their basic needs, to have control over their own lives, to be safe from abuse and violence, to find and maintain employment, and to participate as citizens in their communities. Programs and services are delivered by staff of the department, as well as a network of funded organizations throughout the province who are empowered to make decisions resulting in a positive outcome in people s lives. The department also ensures that services and supports are accessible, affordable, and sustainable, are delivered efficiently, and include a balanced mix of prevention and intervention programs. OFFICE OF THE DEPUTY MINISTER The Deputy Minister, responsible to the Minister of Community Services, is accountable for a wide range of social services, which are delivered directly by the department or by organizations receiving funding from the department. The Deputy Minister has overall responsibility for: carrying out government policies, implementing decisions made by the Minister and the Executive Council, providing quality advice and information to assist the Minister in making decisions, securing the necessary resources to enable the department to carry out its mandate, and overseeing all aspects of the administration of the department. Page 1 of 6

48 Chapter 2: Organization and Responsibilities Department of Community Services Reporting directly to the Deputy Minister are: Associate Deputy Minister Executive Director, Policy & Innovation Executive Director, Employment Support & Income Assistance Executive Director, Child, Youth and Family Supports Executive Director, Disability Support Program Chief Executive Officer, Housing Nova Scotia Executive Director, Nova Scotia Advisory Council on the Status of Women The following Corporate Agency staff are located at Community Services and support the Minister and Deputy Minister: Director of Communications, Communications Nova Scotia Director of Human Resources, Public Service Commission Executive Director of Finance & Administration, Department of Finance and Treasury Board OFFICE OF THE ASSOCIATE DEPUTY MINISTER The Office of the Associate Deputy Minister is also responsible for ensuring the department achieves its outcomes related to quality service delivery to clients. This includes ensuring that department supports and services are accessible, supports and services are delivered efficiently, and that staff and delivery partners are empowered to make a positive difference in people s lives. Reporting directly to the Associate Deputy Minister are: Executive Director of Service Delivery and Operations Executive Director of Service Strategy, Design and Support Core Programming EMPLOYMENT SUPPORT AND INCOME ASSISTANCE Employment Support and Income Assistance (ESIA) provides financial assistance and supports to people struggling to meet their basic needs. Its programs are designed to help people with the costs of food, clothing, and shelter, and to link them to supports and services that will eventually help them to be more independent, self-sufficient, and included in their community. ESIA s employment programs help eligible income assistance recipients get the skills and training they need to be more employable and attach to meaningful work. This can include literacy and skills upgrading, training, and job opportunities. Page 2 of 6

49 Chapter 2: Organization and Responsibilities Department of Community Services The Pharmacare Program provides prescription drug coverage for approximately 40,000 people who receive assistance from the department. The department also provides the Nova Scotia Child Benefit, a non-taxable monthly payment provided to low-income families to assist with the cost of raising children under age 18. CHILD, YOUTH AND FAMILY SUPPORTS Child, Youth and Family Supports (CYFS) provides a variety of programs and services to support Nova Scotia s children, youth and families. Prevention and Early Intervention offers programs to strengthen children, youth and families, support their safety and well-being, and maintain healthy family relationships. Most of these services are funded by the department but provided by community-based organizations and programs such as Family Resource Centres, Parenting Journey, Youth Outreach and Boys & Girls Clubs. Child Protection investigates reports of alleged child abuse and neglect, attempts to reduce the risk of harm, and, when necessary, provides out-of-home support or placement services. Placement services are provided when children cannot remain safely at home, either on a temporary or permanent basis. The continuum of placements includes foster care, residential care, and adoption. All placement options for children must be either approved or licensed. DISABILITY SUPPORT PROGRAM The Disability Support Program (DSP) serves children, youth, and adults with intellectual disabilities, long-term mental illness, and physical disabilities in a range of community-based, residential, and vocational/day programs. DSP promotes a participant s independence, self-reliance, security, and social inclusion. The goal of the program is to support participants at various stages of their development and independence through a range of programs. Support options include enrollment in Adult Service Centre programming, help for families who care for a family member with a disability in their own home, support for participants in independent living, and support for people with disabilities in a 24-hour residential support option. HOUSING NOVA SCOTIA Housing Nova Scotia (HNS) is the primary housing delivery agency in Nova Scotia. It is responsible for delivering a range of housing programs on behalf of the government to ensure that more households in Nova Scotia have access to safe, suitable, and affordable housing. Page 3 of 6

50 Chapter 2: Organization and Responsibilities Department of Community Services HNS provides funding, oversight, and policy direction to five regional Housing Authorities that are responsible for the administration, operation, and maintenance of Nova Scotia s provincially-owned rental housing properties, as well as rent supplement agreements with private landlords and non-for-profit organizations. Each Housing Authority has a board responsible for tenant issues, such as approval of applicants for social housing, tenant transfers, renewal or non-renewal of leases, and responding to complaints or inquiries from tenants. POLICY AND INNOVATION Policy and Innovation brings together the department s strategic policy and planning functions with a suite of information activities that affect the overall direction, management, effectiveness, and efficiency of the department. Functions of the division include: Intergovernmental relations Strategic policy and decision support Information services and privacy Records management TRANSFORMATION SUPPORT UNIT The Transformation Support Unit (TSU) supports the successful delivery of strategic initiatives, transformation projects, and the realization of project benefits across all three of the department s major program areas and departmental corporate units. TSU provides a departmental approach to portfolio/project planning, management, and delivery so that work is done consistently and desired results are achieved. The main TSU functions are: Defining and delivering project governance and clear structure that is separate from daily operational structure and roles/responsibilities. Aligning projects to government and departmental outcomes/strategies and the transformation agenda. Ensuring that strategies and projects are realizing the intended benefits for clients and the system. Leading consolidated reporting on transformation progress to Executive and central government to inform decision making and execution on the department s overall mandate. Page 4 of 6

51 Chapter 2: Organization and Responsibilities Department of Community Services SOLUTIONS AND SUPPORT Solutions and Support (SAS) is accountable for understanding program and policy requirements, translating those requirements into service delivery strategies and designs, and ultimately supporting the regions in implementing those decisions. The unit provides three functions: service strategy, service design, and operations support. The work of SAS contributes to the department s consistent, efficient, and accessible service delivery to clients no matter where they are in the province or which program they are accessing. Furthermore, the unit works on eliminating unnecessary administrative processes that make accessing services more difficult for clients. SERVICE PROVIDER RELATIONSHIP MANAGEMENT Service Provider Relationship Management was developed to enhance the department s relationship with third-party service providers. The unit supports service providers to navigate the departmental system, supports the work of service providers through the development of department-service provider contracts and agreements, and is the liaison to service providers regarding departmental communications, updates, and information. Acts Administered Adoption Information Act Children and Family Services Act Employment Support and Income Assistance Act Homes for Special Care Act Housing Act Housing Development Corporation Act Protection for Persons in Care Act Senior Citizen s Financial Aid Act Senior Citizens Social Services Act Social Assistance Act Administrative update: November 8, 2017 Page 5 of 6

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53 Chapter 2: Organization and Responsibilities Department of Education and Early Childhood Development Department of Education and Early Childhood Development Responsibilities SENIOR MANAGEMENT BRANCH This branch is composed of Office of the Minister, Office of the Deputy Minister, Office of the Associate Deputy Minister, and Regional Education Offices. This branch provides overall direction, coordination and management of education and early childhood programs and activities, as well as programs involving international schools. Regional Education Officers represent EECD in a liaison and advisory role with the governing school boards and senior staff on all matters related to the Education Act and regulations. STRATEGIC POLICY AND RESEARCH BRANCH This branch is composed of Policy and Planning, Research Analytics and Information Management. It is responsible for providing advice and support in policy, planning, legislation, research, coordination, information, records management, management of education related data and statistics, and publishing services to all areas of the department. Strategic Policy and Research also coordinates department accountability processes including the department business plan and support to school board planning processes. EARLY YEARS BRANCH This branch is composed of Early Childhood Development Services, Licensing, and Early Years Integration. It is responsible for developing child and family-centered policies, regulations, and programs for children with a focus on the establishment of an integrated early years system. The branch also works with provincial, regional, and community partners to ensure department policies and programs are evidence-based and support early learning and healthy child development. CENTRE FOR LEARNING EXCELLENCE BRANCH This branch is composed of Teacher Education, Student Assessment and Evaluation, Student Achievement, Educational Research and Partnerships, and Teacher Certification. It is responsible for providing leadership in the design, implementation, and research of innovations in education. This branch works with multiple partners in education, the Centre is responsible for introducing new models of teacher education, Page 1 of 4

54 Chapter 2: Organization and Responsibilities Department of Education and Early Childhood Development accreditation of university schools of education, teacher certification, teacher performance management, professional learning, leadership development, and research in Nova Scotia schools. EDUCATION INNOVATION PROGRAMS AND SERVICE BRANCH This branch is composed of Innovative Curriculum Development, Learning Resources and Technology, Career Exploration and Experimental Learning, and Personal Development and Wellness. It is responsible for the design, development, implementation, and evaluation of programs and courses, and learning supports and resources to meet the learning needs of all students so they can reach their full potential. This branch encompasses on-line learning opportunities (Nova Scotia Virtual School), the Nova Scotia School Book Bureau, Innovation Center, and media supports. This branch also provides professional development leadership and delivery on all aspects of the public school program. STUDENT EQUITY AND SUPPORT SERVICES BRANCH This branch is composed of Student Services, African Canadian Services, and Mi kmaq Services. It is responsible for creating, developing, implementing, and evaluating public school student support programs and services. It provides the leadership to strengthen the department s ability to respond equitably and effectively to all students including those with special needs throughout the province. This branch is also accountable, in collaboration with other branches and partners, for providing overall strategic leadership for the programs and services that pertain to Mi kmaq and African Nova Scotia learners. It establishes and maintains partnerships and agreements with other government departments (federal, provincial, and interprovincial), institutions and community-based agencies to ensure a cohesive and collaborative approach to meet the needs of teachers, parents, and students. FRENCH PROGRAMS AND SERVICES BRANCH This branch is composed of French First Language, French Second Language, and French Language Services. It is responsible for the effective design, development, piloting, implementation, and evaluation of programs and courses for Nova Scotia s French second language public school programs, grades primary to 12, and for working in partnership with the Conseil scolaire acadien provincial (CSAP) regarding French first language programs and services. This branch also provides direction, leadership, and consultative / advisory services to school boards and their professional staff on matters pertaining to French public school programs. Page 2 of 4

55 Chapter 2: Organization and Responsibilities Department of Education and Early Childhood Development Active Agencies, Boards, and Commissions Atlantic Provinces Special Education Authority Council on African-Canadian Education Council on Mi kmaq Education Education Act - Board of Appeal Teacher Certification Appeals Committee Teachers College Foundation Tuition Appeal Board Youth Advisory Council (inactive; board will be transferred to LAE) Annapolis Valley Regional School Board (AVRSB) Cape Breton Victoria Regional School Board (CBVRSB) Chignecto-Central Regional School Board (CCRSB) Conseil scolaire acadien provincial (CSAP) Halifax Regional School Board (HRSB) South Shore Regional School Board (SSRSB) Strait Regional School Board (SRSB) Tri-County Regional School Board (TCRSB) Acts Administered Atlantic Provinces Special Education Authority Act Day Care Act Education Act Education Amendments (1994) Act - Inactive Hospital Education Assistance Act Mi kmaq Education Act Nova Scotia School Boards Association Act Pre-Primary Education Act (2005) Teachers Collective Bargaining Act Teachers Professional Agreement and Classroom Improvements Act (2017) Administrative update: November 9, 2017 Page 3 of 4

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57 Chapter 2: Organization and Responsibilities Department of Energy Department of Energy Sustainable and Renewable Energy The Sustainable and Renewable Energy Branch provides transformational leadership and direction for the growth of the renewable energy sector, energy efficiency, sustaintable transportation as well as transformation of the current electricity sector with a focus on establishing targets and promoting diversity, security and sustainability. The Branch is responsible for the COMFIT program, the Electricity Review, the Sustainable Transporation Strategy and the Marine Renewable Energy Strategy and collaborates with the executive team on implementation of the multi-year Nova Scotia Energy Strategy. The group provides oversight and direction of programs, initiatives and effective measures that drive efforts to conserve energy through greater efficiency of energy consumption, and that promote and pursue efforts for the economic development and greater use of alternative, cost-effective, renewable and cleaner energy sources such as natural gas, geothermal and wind, solar, biomass and biofuels, and marine renewable energy sources (off-shore wind, tidal and wave energy). This group works closely with the Business Development and Corporate Services Branch to provide a consistent and flexible operating framework for the integrated planning of activities, specifically in the area of economic development and industry jobs development in the energy sector. The Department of Energy has an ambitious agenda to transform Nova Scotia s energy use to be more efficient and to rely on a more diverse supply of sustainable and renewable energy. Page 1 of 4

58 Chapter 2: Organization and Responsibilities Department of Energy Business Development and Corporate Services The Business Development and Corporate Services Branch leads, directs and guides the development and implementation of a system-oriented, collaborative planning process for the Department of Energy, ensuring an integrated, adaptive, and balanced approach to departmental and public policy, regulatory and program development and stakeholder engagement in the energy sector. The Branch works closely with the Petroleum Resources and Sustainable and Renewable Energy branches in the provision of broad executive oversight for the strategic planning, development, implementation and delivery of Fiscal and Economic Affairs, Business Development and Technology, and Regulatory and Strategic Policy programs, services, initiatives and innovative practices. The Branch provides strategic direction and oversight for corporate planning initiatives and the timely and efficient delivery of strategic corporate, operational and administrative services and activities (financial/budgeting, human resources, records and information management) and critical core functions (business continuity, emergency planning, safety and security). Petroleum Resources The Petroleum Resources Branch provides leadership and strategic direction for the development and delivery of program initiatives and measures that support responsible petroleum resource development, and that capitalize on innovation and the opportunity to promote and expand both off-shore and on-shore oil and natural gas exploration, development and production. The Branch leads consultations and strategic dialogue with policy partners and stakeholders in support of efforts to advance and strengthen the province s energy industry sector, ensuring its long-term viability and stimulation of the provincial economy. This group works closely with the Business Development and Corporate Services Branch to develop policy options in terms of promoting and advancing economic development and enhancing the ability of the petroleum resource industries to compete globally, and to take an integrated and strategic approach for setting, managing and collecting royalties for off-shore and on-shore petroleum production. Page 2 of 4

59 Chapter 2: Organization and Responsibilities Department of Energy Communications The Communications Branch is responsible for the coordination and release of internal and external information produced by the department. The branch helps to inform Nova Scotians about department activities and increase Nova Scotians understanding of energy use and development. Through a variety of delivery methods, it provides Nova Scotians with information about energy matters so that they can make informed decisions about issues affecting their lives. The Communications Branch is also responsible for helping to meet the priorities in the business plan. It supports the Business Development and Technology Division in: public education programs conferences developing communications and marketing materials for major initiatives trade missions scholarship programs stakeholder consultation sessions building of new economic opportunities for Nova Scotia s renewable and nonrenewable energy sector. Acts Administered by Department of Energy Canada-Nova Scotia Offshore Petroleum Resources Accord Implementation (Nova Scotia) Act Clothesline Act Electricity Act Electricity Efficiency and Conservation Restructuring (2014) Act Electricity Reform Act Energy-efficient Appliances Act Energy Resources Conservation Act Gas Distribution Act Maritime Link Act Offshore Licensing Policy Act Offshore Petroleum Royalty Act Petroleum Resources Act Petroleum Resources Removal Permit Act Pipeline Act Underground Hydrocarbons Storage Act Page 3 of 4

60 Chapter 2: Organization and Responsibilities Department of Energy Other Acts/Regulations, Administered by Other Departments, with Impacts on the Department of Energy Environmental Assessment Regulations Fuel Safety Regulation (Amendment) Gas Fitter Trade Regulations Natural Gas Transmission Pipeline Assessment Regulations Personal Property Security Act Nova Scotia Offshore Revenue Account Regulations Oil Refineries and LNG Plants Municipal Taxation Act Gas Distribution System Municipal Taxation Act Wind Turbine Facilities Municipal Taxation Act (SNSMR) Public Utilities Act Administrative update: June 17, 2014 Page 4 of 4

61 Chapter 2: Organization and Responsibilities Department of Environment Department of Environment Environment s role is to protect the environment, human health and animal health through regulatory excellence, conservation, partnership and promotion. Core functions of the department: Develop programs and deliver services to enhance the protection of the environment, human, and animal health Develop legislation, regulations and policies based on sound scientific knowledge and expertise Educate, inspect and enforce to ensure compliance with legislation and regulations Proactively respond to environmental, animal, and human health risks Process notifications, applications, and approvals for regulated activities Responsibilities INSPECTION, COMPLIANCE AND ENFORCEMENT DIVISION The Inspection, Compliance and Enforcement (ICE) Division is responsible for the delivery of compliance programming to protect the environment, human health and farm animal health. Compliance staff in Nova Scotia Environment includes: Environment Inspectors, Conservation Officers, Public Health Officers, Meat Inspectors and Farm Animal Welfare Inspectors. Regional Integration, Compliance and Operations Branch The ICE Division is supported by the Regional Integration, Compliance and Operations (RICO) Branch, which advances compliance and protection efforts by ensuring the effective and consistent implementation of all operation and compliance services and activities. This branch coordinates corporate deliverables for all regions and provides direction for the integration of departmental and government priorities in divisional program planning and operations. SUSTAINABILITY AND APPLIED SCIENCE DIVISION Driven by scientific and technical evidence, the Sustainability and Applied Science (SAS) Division provides strategic leadership and maintenance of our mandated programs, as well as subject matter expertise and advice. SAS works proactively to ensure that programs function well and meet their intended outcomes through promotion, education and training resources, and working with other divisions to develop and improve policy and regulatory management tools. Page 1 of 6

62 Chapter 2: Organization and Responsibilities Department of Environment Air Quality, Climate Change and Resource Management Branch The Air Quality, Climate Change and Resource Management Branch focuses activities on reducing the sources and effects of global climate change and helps to protect Nova Scotians from the harmful effects of air, land and water pollutants. This branch is leading the development of a made in Nova Scotia cap and trade program to enable the reduction of greenhouse gases. The branch is responsible for fulfilling the department s regulatory and programming obligations relating to contaminated sites, hazardous materials, pesticides and solid waste. This includes: ensuring that contaminated sites are identified and remediated; working to protect Nova Scotians from the harmful effects of hazardous materials through their use or disposal; and certifying that businesses and applicators involved in the pesticide sector receive necessary education and testing. Staff work closely with municipalities, academia, organizations and the business sector to achieve the Province of Nova Scotia s solid waste goals. Environmental Health and Food Safety Branch The Environmental Health and Food Safety Branch develops and leads the Province s strategic approach to managing risks to public health associated with environmental health hazards, food establishments, and the provincial meat inspection and food supply system. It takes a lead departmental role in the province s response to food-related emergencies, including outbreak of communicable and food-borne disease. The branch considers a broad range of environmental health and food safety issues through a public health lens, inclusive of health promotion and compliance promotion programs. It is also responsible to lead a strategic approach to ensure the humane treatment of farm animals, including those in the food supply system. Branch staff serve as principal advisors for areas of environmental health, food safety and farm animal health and welfare. Protected Areas and Ecosystems Branch The Protected Areas and Ecosystems Branch is responsible for planning and managing Nova Scotia s wilderness areas and nature reserves, coordinating Canadian Heritage Rivers in Nova Scotia, supporting private land conservation, and providing for the conservation of wetlands. The branch provides programs to ensure the protection of biological diversity (while supporting opportunities for wilderness recreation, tourism, and research) and delivering social and economic benefits to Nova Scotians. Page 2 of 6

63 Chapter 2: Organization and Responsibilities Department of Environment Industrial Management, Water and Wastewater Branch The Industrial Management, Water and Wastewater Branch is comprised of the Water Management Unit and the Industrial Management Unit. The Water Management Unit is responsible for the requirements and protocols that ensure the safety of drinking water. This includes source water protection, education and technical support to supply owners. This unit is also responsible for water resources management and protection. Through monitoring, education and tools, they support decisions that protect water, and they develop standards and regulations for activities that may affect water quality and quantity for ecological and human uses. The Industrial Management Unit focuses on the development of various regulatory management tools such as regulations, standards, guidelines and policies that support the effective management of the many industry-related programs and activities, including wastewater, that fall under the Environment Act and associated regulations. The unit is also responsible for effectively managing the environmental regulation of larger industrial development activities such as those associated with Nova Scotia Power and Michelin Canada. POLICY DIVISION The Policy Division provides consistent, centralized services across the department. Comprised of six separate groups, the Policy Division s key role can be summarized as coordinator, collaborator, and enabler to ensure the department s key priorities and commitments continue to be met. Policy and Planning Branch The Policy and Planning Branch provides policy support to all divisions and programs by assisting teams in analyzing issues and problems, establishing performance indicators, considering consultation methods, selecting policy tools, and assessing the potential impacts of new or revised regulatory tools. This branch also: leads planning across the department (including development of corporate plans and reporting); maintains departmental policies and procedures; and oversees the ministerial appointments process. Quality Branch Comprised of a Quality and Business Applications Team, this branch supports quality programming across the department through efforts to promote program level quality, process efficiency and targeted reviews. The branch is also responsible Page 3 of 6

64 Chapter 2: Organization and Responsibilities Department of Environment for overseeing the appeals process for administrator decisions made under the Environment Act and supports business applications systems integral to the implementation of the department s mandate. Environmental Assessment Branch The Environmental Assessment (EA) Branch leads the evaluation of the potential environmental effects of major developments to determine if and how the development can proceed, informing the Minister s decision on the environmental acceptability of proposed undertakings. Information & Support Services Branch The Information and Support Services Branch coordinates and implements: the records and information management program; the Environmental Registry service (and other information requests); facilities and lease management; and other administrative services. The branch also provides advice on all aspects of information and business services, and is the department s liaison with the corporate Information Access and Privacy Services Unit. Safety & Training Unit The Safety and Training Unit provides subject matter expertise in matters of health & safety, leads the department s Occupational Health and Safety (OHS) program. This unit also: supports emergency preparedness (fire and medical response); coordinates the business continuity plan, and liaises with external agencies in OHS matters; and delivers department-wide training. Agencies, Boards, Commissions and Tribunals Environmental Assessment Review Panel On-Site Services Advisory Board Resource Recovery Fund Board Round Table on the Environment and Sustainable Prosperity Acts Administered Anti-idling Act Environment Act Environmental Goals and Sustainable Prosperity Act Health Protection Act (Part II) Importation of Hydraulic Fracturing Wastewater Prohibition Act Non-essential Pesticides Control Act Page 4 of 6

65 Chapter 2: Organization and Responsibilities Department of Environment Special Places Protection Act (The act is jointly administered with Departments of Communities, Culture and Heritage and Natural Resources) Voluntary Carbon Emissions Offset Fund Act Water Resources Protection Act Wilderness Areas Protection Act The Minister of Environment has authority for inspection, compliance and enforcement under the following legislation: Meat Inspection Act Animal Protection Act Fur Industry Act Health Protection Act (Part I) Tobacco Access Act Smoke-free Places Act Tanning Beds Act Snow Sport Helmet Act Safe Body Art Act Fisheries and Coastal Resources Act Fish Harvester Organizations Support Act Beaches Act Crown Lands Act Endangered Species Act Forests Act Mineral Resources Act Provincial Parks Act Scalers Act Trails Act Wildlife Act Liquor Control Act Off-Highway Vehicles Act Motor Vehicle Act (Parking Violations, Emergency Vehicle/Equipment Use) Administrative update: November 10, 2017 Page 5 of 6

66 Chapter 2: Organization and Responsibilities Department of Environment Page 6 of 6

67 Chapter 2: Organization and Responsibilities Department of Finance and Treasury Board Department of Finance and Treasury Board Page 1 of 6

68 Chapter 2: Organization and Responsibilities Department of Finance and Treasury Board Mandate The mandate of the Department of Finance and Treasury Board flows primarily from the Finance Act and the Public Service Act. Responsibilities which flow from these statutes include establishing a sound fiscal framework and financial control over public finances, providing meaningful, transparent financial reporting, including the provincial budget, forecasts and Public Accounts and providing horizontal leadership and strategic policy and expenditure analysis to Treasury and Policy Board, a committee of the Executive Council. The department is also responsible for the administration of several statutes which regulate financial services and other sectors including insurance, credit unions, pensions, securities and liquor control. These responsibilities are accomplished by providing professional services and support to the Minister, the Treasury and Policy Board and provincial government departments and entities. The department manages the debt of the Province, delivers financial, budgeting, accounting, fiscal and economic policy advice, and provides statistical services to help inform decision making across government and ensure the effective regulation of financial services and other sectors. The department also supports the Minister of Finance & Treasury Board in overseeing certain crown agencies for which the Minister is assigned responsibility, which currently includes the Nova Scotia Liquor Corporation, the Nova Scotia Securities Commission, and the Credit Union Deposit Insurance Corporation. Vision A Nova Scotia with sound public finances. Mission To support a sustainable Nova Scotia through sound public finances, transparent accountability and financial reporting, and prudent financial management. Responsibilities SENIOR MANAGEMENT Senior Management is comprised of the Deputy Minister and two (2) Associate Deputy Ministers (ADMs). The Deputy Minister provides overall management and coordination of the activities and responsibilities of the department. Page 2 of 6

69 Chapter 2: Organization and Responsibilities Department of Finance and Treasury Board The ADM Finance is responsible for the day to day operations of the Finance Branch through oversight of the corporate accounting reporting and policies, fiscal policy, pension regulations, and the revenue side of the provincial budget and forecasting. The ADM Treasury Board is responsible for the day to day operations of the Treasury Board Branch and its support of the Treasury and Policy Board Committee, through oversight of the expenditure side of the provincial budget, departmental expenditures and costs due to operations, capital, and labour costs. In addition, the ADM offers advice to the Premier s Office and Ministerial Committees on policy and other matters related to expenditures, fiscal sustainability and corporate labour relations. FISCAL POLICY, ECONOMICS AND BUDGETARY PLANNING The Fiscal Policy, Economics & Budgetary Planning Branch provides fiscal and economic research, analysis and strategic advice to Government, and works in cooperation with Treasury Board Branch and Office of Planning & Priorities to coordinate the development of the provincial budget and medium-term fiscal plan, and corporate economic and fiscal policies. The Branch is responsible for analysis and recommendations on the Province s tax regime; development of tax-related legislation, in cooperation with Legal Counsel; provision of economic and revenue forecasts; maintaining the Province s statistical infrastructure; and advancing the Province s interests in federal-provincial fiscal arrangements, as well as interprovincial, federal and provincial tax initiatives. LIABILITY MANAGEMENT AND TREASURY SERVICES Liability Management & Treasury Services manages the treasury function for the General Revenue Fund, the debt portfolio and the borrowing program, and provides advisory and financing services to governmental units, such as cash management, payment and transfer services and electronic banking arrangements. The Branch is responsible for managing relationships with external rating agencies, investors, and broker-dealers; ensuring effective money management; maximizing return on investments and minimizing debt servicing costs to government over the long term. POLICY & ADVISORY SERVICES Policy & Advisory Services provides policy and planning services and advice to the Minister, Deputy Minister and divisions and agencies of the department. This includes leading coordinating or providing support for policy, legislative and regulatory initiatives; the legislative approval process, cross-government policy initiatives, Page 3 of 6

70 Chapter 2: Organization and Responsibilities Department of Finance and Treasury Board departmental strategic, business and operational planning and supporting Minister in oversight of those crown agencies for which the Minister is responsible. Agencies under the purview of the Minister of Finance & Treasury Board include the NS Securities Commission, the Credit Union Deposit Insurance Corporation, and the NS Liquor Corporation. FINANCIAL INSTITUTIONS Financial Institutions promotes and enhances consumer confidence and public trust in the credit unions, insurance and trust and loan sectors through the regulation of market conduct; financial monitoring to protect consumers pertaining to these sectors; and administration and collection of premiums and other taxes levied in the insurance sector. The division licenses insurance companies, individual insurance agents, brokers and adjusters. COMMUNICATIONS The Communications division promotes the Department of Finance and Treasury Board s programs and policies to the public, primarily Nova Scotians. This team is responsible for managing the overall external and internal communications of the department by developing and implementing communications strategies, managing media relations, and providing advice through issues management. FINANCE & TREASURY BOARD CORPORATE SERVICE UNIT (CSU) The Finance & Treasury Board CSU supplies support in all aspects of financial management to the Departments of Finance and Treasury Board, Business, Culture and Heritage, as well as Nova Scotia Securities Commission, and Nova Scotia Utility & Review Board. CONTROLLER The Controller s Office provides support to the Minister and Deputy Minister by identifying the policy direction for effective management of the Province s finances and ensuring accounting and reporting procedures accurately reflect the Province s fiscal position (in compliance with public-sector accounting standards). The Controller monitors the disbursement of provincial funds and spending appropriations, and oversees the internal and external financial reporting requirements of Government, such as the Public Accounts. The Controller is also responsible for the direction and policy of the corporate financial systems and financial reporting, housed by the Department of Internal Services. Page 4 of 6

71 Chapter 2: Organization and Responsibilities Department of Finance and Treasury Board GOVERNMENT ACCOUNTING Provides professional accounting advice to all entities within the government reporting entity, recommends accounting policies and prepares the annual public accounts. Government Accounting also works with the Office of the Auditor General to ensure financial reporting requirements are met. Additional responsibilities include records management for the department as well as Provincial Building facilities management and reception desk. CAPITAL MARKETS ADMINISTRATION Capital Markets Administration provides all post trade settlement and accounting functions for the Province s debt portfolio activities, miscellaneous trust funds, and loan administration. This includes timely payment of interest and principal on debt issues, timely receipt of investment income and debt proceeds, and accurate forecasting of Provincial Debt Servicing Cost and Investment Income. MIDDLE OFFICE COMPLIANCE AND REPORTING The Middle Office Compliance & Reporting group ensures that investment and debt management activities are compliant with legislature as well as Finance and Treasury Board s objectives and policy limits by guaranteeing that best-in-class practices/ policies/processes are in place to adequately control activities, such as monitoring and reporting ongoing investment and debt activities to management and Governance Committees. Provides risk management services on behalf of the Controller s Office. PENSION REGULATIONS The division administers and enforces the Pension Benefits Act. The Act applies to private sector and municipal government pension plans that have members in Nova Scotia. To ensure that these plans are administered in accordance with the Act, the division performs a number of functions, including the following: registers plans and their amendments, reviews annual filings from plan administrators, investigates complaints of plan members, provides information and support to people on pensions, and approves unlocking of pension funds for reasons of financial hardship. TREASURY BOARD The Treasury Board Branch supports the Treasury and Policy Board Committee s responsibility for financial management of government expenditures and carrying out its duties under the Public Service Act. The branch works in cooperation with the Fiscal Policy, Economics and Budgetary Planning Branch and is responsible for directing the planning and review of the budget process and preparation of the Page 5 of 6

72 Chapter 2: Organization and Responsibilities Department of Finance and Treasury Board budget documents for the annual provincial budget. The branch is also responsible for the financial analysis of submissions to Executive Council. As well, the Treasury Board Branch assists with the planning and execution of corporate labour strategy, provides support for third party ABCs bargaining and advice to Executive Council regarding labour relations. The Branch is also involved with sustainability projects such as Shared Services, Spend Analysis and Program Review and the development, oversight and monitoring of the ongoing Capital Program (TCA) which provides for the maintenance, renewal or replacement of existing Provincial assets and the addition of new and innovative infrastructure. Administrative update: June 2, 2015 Page 6 of 6

73 Chapter 2: Organization and Responsibilities Department of Fisheries and Aquaculture Department of Fisheries and Aquaculture Responsibilities OFFICE OF THE DEPUTY MINISTER The Deputy Minister, responsible to the Minister of Fisheries and Aquaculture, oversees the overall administration and corporate planning of the department. EXECUTIVE DIRECTOR The Executive Director, responsible to the Deputy Minister, provides advice and support on issues related to strategic direction and management of the Department and the seafood and sport fish sectors. The Executive Director directly supervises the management team and oversees the operations of the three divisions. Marine and Coastal Provides marine advisory and coastal zone management services to the Province s commercial fisheries and supports coastal infrastructure and development projects through marine advisory services, federal/provincial stakeholder interaction, licensing of fish processing, buying and selling, industry development and frontline service delivery. Aquaculture Responsible for aquaculture site leasing and licensing, environmental management, aquatic animal health services, aquaculture development and community/public outreach activities. Inland Fisheries Promotes recreational fishing through issuing licences, outreach services, providing education and research, participating in habitat rehabilitation projects and operating three fish hatcheries to enhance salmon and trout stocks for inland waters. Acts Administered Fisheries and Coastal Resources Act Fish Harvester Organizations Support Act Fish Harvester Registration and Certification Board Act Wildlife Act (Fishing Regulations) Administrative update: November 1, 2017 Page 1 of 2

74 Chapter 2: Organization and Responsibilities Department of Fisheries and Aquaculture Page 2 of 2

75 Chapter 2: Organization and Responsibilities Department of Health and Wellness Department of Health and Wellness Responsibilities The role of the Department of Health and Wellness (DHW) as stated in the Health Authorities Act is to: Provide leadership for the health system by setting the strategic policy direction, priorities and standards for the health system; and Ensure accountability for funding and for the measuring and monitoring of healthsystem performance. Governance The Office of the Minister of Health and Wellness is staffed with an Executive Administrative Assistant, an Executive Assistant and a Senior Policy Advisor. The Office of the Deputy Minister (DM) is staffed with an Executive Administrative Assistant. Reporting the DM are: the Associate Deputy Minister (ADM), four Senior Executive Directors and the Chief Medical Officer of Health. The Chief Financial Officer (Department of Finance and Treasury Board employee), the Director of Communications (Communications Nova Scotia employee) and the Director of Human Resources (Public Service Commission Employee) are also members of the Department Executive Team. The Office of the ADM is staffed with an Executive Administrative Assistant and an Executive Office Manager. Reporting to the ADM are the Executive Director of Corporate Policy, Planning and Process and the Executive Director Strategic Operations. Organizational Structure The department is organized into five Divisions: 1. Investment and Decision Support; 2. System Strategy and Performance; 3. Corporate Service and Asset Management; 4. Client Service and Contract Administration; and 5. Office of the Chief Medical Officer of Health. Page 1 of 6

76 Chapter 2: Organization and Responsibilities Department of Health and Wellness Divisions work collaboratively to contribute to the setting of strategic objectives, policy direction and funding allocations. They develop the performance measures and standards to hold the health system accountable for provision of quality health services, and ensure population health needs are met and population health outcomes are achieved. INVESTMENT AND DECISION SUPPORT This division ensures that we use data and information to assess future investments, evaluate current investments, and to measure and monitor the health system outcomes, including population health outcomes. This will position the department to strategically target areas of need with our scarce resources and allowing us to make the right policy decisions. One of the main priorities of this division is to create and maintain a smart system that supports and demands evidence based decision making; provides effective access to information (internally and externally) and helps to increase knowledge and understanding. To create a smart system, the division will focus on, developing a strategy to identify and address data and analytics needs; developing a strategy to identify and address digital health (and digital health innovation) needs; and supporting the use of health information through policy development, compliance, and risk management with respect to privacy and access; and, using a privacy by design methodology to support compliance with legislation while enabling innovation. Divisional branches are: Advanced Analytics Business Analytics and Information Management Health Privacy Digital Health SYSTEM STRATEGY AND PERFORMANCE This division is responsible for advising on how to manage and mitigate risk in health promotion, primary health care (including First Nations health), mental health and addictions care, acute and tertiary care, continuing care, and end-of-life care. This division ensures that health services planning and priorities, as well as our risk management strategies, are based on evidence, and are leading to improved health and health services for Nova Scotians. Adult Protection services as mandated by the Act are delivered across the province and report to the Continuing Care Branch. The AIDS Commission is in this Division. Page 2 of 6

77 Chapter 2: Organization and Responsibilities Department of Health and Wellness Divisional branches are: Risk Management Health Promotion Risk Mitigation Primary and Acute Care Risk Mitigation Continuing Care CORPORATE SERVICE AND ASSET MANAGEMENT This division ensures that we are supporting health professionals to optimize their scopes of practice and ensure payment and accountability mechanisms support collaborative care, where appropriate. Careful planning of this workforce, including for its compensation, is essential to ensure the province has a sufficient number, mix and geographic distribution of health care providers to meet the health needs of the population now and years from now. The Health Human Resources Supply Management (HHRSM) branch is composed of the former Physician Services and Health System Workforce branches. Health Services Emergency Management (HSEM) helps to protect the health of Nova Scotians. The major focus of the branch is to enhance the provincial health system s preparedness to cope with local or provincial emergencies, including a national or international health crisis. Administrative Services, is a service delivery area, performing day to day operations of facilities and long-range planning in accordance with departmental requirements. The role of this section is to supply DHW with facilities management, leasing, security, building access support, mail delivery service, office coordination, inventory management, printing services, space and accommodation planning, occupational health, safety, and records management. Divisional branches are: Health Human Resource Supply Management Health Services Emergency Management and Admin Services CLIENT SERVICE AND CONTRACT ADMINISTRATION This division is responsible for: Leadership in contract management, procurement practices and supporting program areas across the lifecycle of negotiation, execution and performance management of contracts. This includes implementation of policies and systems to monitor vendor compliance and performance. Page 3 of 6

78 Chapter 2: Organization and Responsibilities Department of Health and Wellness Maintenance of eligibility and subsidy policy for insured health services (MSI) falling under the Canada Health Act, and the adjudication and payment of claims for medically insured services. Program administration of Emergency Health Services (EHS), Telecare and Pharmacare. Work of the division ensures continued move towards community based care, away from institutionally based care, where appropriate. Within EHS, the Department will continue to expand in and enhance the use of paramedics in programs in the community. Within Pharmaceuticals, the Department is continually reviewing its public funding of drugs and therapies, like cancer drugs, to ensure that we are incenting appropriate, community based care. Divisional branches are: Contract Management Pharmaceutical Services and Extended Health benefits Insured Services Emergency Health Services OFFICE OF THE CHIEF MEDICAL OFFICER OF HEALTH The Office of the Chief Medical Officer of Health (OCMOH) is responsible for setting the strategic direction for the health protection and prevention function of the department. The office provides leadership in program development related to the prevention and control of communicable diseases as well as direction and advice to Public Health practitioners, internal and external partners, stakeholders and organizations on issues pertaining to communicable disease prevention and control including response to new and re-emerging infectious diseases, and the management of communicable disease outbreaks. OCMOH also works in close collaboration with NS Environment (NSE) to ensure that DHW s and NSE s shared accountability for the Health Protection Act is met. OCMOH also works closely with the Risk Management Health Promotion division of the System Strategy and Performance division as well as NSHA Public Health to provide leadership and direction on the public health mandate in Nova Scotia s health care system. The CMOH also participates at the Social Deputies Committee to provide expertise & advice on how to influence the 75% of factors (social determinants of health) that influence health status that are outside of the health system, e.g., income, education, housing. Page 4 of 6

79 Chapter 2: Organization and Responsibilities Department of Health and Wellness The office has one branch: Communicable Disease Prevention and Control Legislation Acts administered by the Department of Health and Wellness as of September 2017: Adult Protection Act AIDS Advisory Commission Act Anatomy Act Audiologists and Speech-Language Pathologists Act (not proclaimed) Chiropractic Act Co-ordinated Home Care Act Counselling Therapists Act Dental Act Dental Hygienists Act Dental Technicians Act Denturists Act Dietitians Act (not proclaimed) Dispensing Opticians Act Doctors Nova Scotia Act Emergency Department Accountability Act Emergency Health Services Act Fair Drug Pricing Act Health Act Health Authorities Act Health Protection Act (shared with Environment) Health Research Foundation Act Health Services and Insurance Act Healthcare Services Continuation (2001) Act Homemakers Services Act Homes for Special Care Act (shared with Community Services) Hospitals Act Human Organ and Tissue Donation Act (not proclaimed) Human Tissue Gift Act Insured Health Services Act (not proclaimed) Involuntary Psychiatric Treatment Act Licensed Practical Nurses Act Mandatory Testing and Disclosure Act Page 5 of 6

80 Chapter 2: Organization and Responsibilities Department of Health and Wellness Massage Therapy Act (not proclaimed) Medical Act Medical Imaging and Radiation Therapy Professionals Act (not proclaimed) Medical Laboratory Technology Act Medical Professional Corporations Act Medical Radiation Technologists Act Medical Services Act Midwifery Act Naturopathic Doctors Act Occupational Therapists Act Optometry Act Paramedics Act (in force April 1, 2017) Patient Safety Act Personal Directives Act (shared with Justice) Personal Health Information Act Pharmacy Act Physiotherapy Act Prescription Monitoring Act Professional Dieticians Act Protection of Persons in Care Act (shared with Community Services) Psychologists Act Queen Elizabeth II Health Sciences Centre Expansion Act Quality Improvement Information Protection Act Registered Nurses Act Regulated Health Professions Network Act Respiratory Therapists Act Safe Body Art Act (not proclaimed) Safer Needles in Healthcare Workplaces Act Self-Managed Support-care Act Smoke-free Places Act Snow Sport Helmet Act Social Assistance Act (shared with Community Services) Tanning Beds Act Tobacco Access Act Administrative update: November 17, 2017 Page 6 of 6

81 Chapter 2: Organization and Responsibilities Department of Intergovernmental Affairs Department of Intergovernmental Affairs Mission Statement The Department of Intergovernmental Affairs (IGA) receives its mandate from the Public Service Act. The Act states that - under the direction of its Minister - the department is responsible for coordinating and advancing the Province s interests with the Government of Canada, other provinces, and foreign governments at the national and sub-national levels. It is also focused on serving as a central point of contact for the coordination of the Province s intergovernmental priorities and protocol requirements, support to the Ministers responsible for Military Relations, and the operation of the Government House. Core Businesses Intergovernmental Affairs advances Nova Scotia s intergovernmental priorities by engaging with other federal, provincial or international governments on an ongoing basis. Sectoral Responsibilities FEDERAL-PROVINCIAL-TERRITORIAL RELATIONS Support Nova Scotia government departments in their dealings with other governments in Canada, and in identifying opportunities and potential issues. Work is undertaken to ensure that the Province is effective in enhancing intergovernmental collaboration for the benefit of Nova Scotians. INTERNATIONAL RELATIONS Intergovernmental Affairs is responsible for coordinating and leading the Province s international relations. International Relations ensures a corporate approach to Nova Scotia s trade promotion, investment attraction and other interests. It also supports inbound and outbound activities, including trade missions and the visit to Nova Scotia of delegations from priority markets. CANADA-UNITED STATES RELATIONS Addresses Nova Scotia s important relationship with the United States (US). The US represents the Province s principal export market, where cultural and familial linkages run deep and the economies are integrated. Page 1 of 2

82 Chapter 2: Organization and Responsibilities Department of Intergovernmental Affairs TRADE POLICY Intergovernmental Affairs, through the Minister of Trade, is responsible for all matters relating to trade policy, interprovincial and international trade negotiations, agreements and disputes and the development of the Province s strategic approach to international markets. Advancing this mandate requires extensive engagement across government to maximize opportunities resulting from trade agreements and to minimize risks to the province through trade agreement compliance. MILITARY RELATIONS The Premier, as Minister responsible for Military Relations, provides the Government of Nova Scotia with a means to communicate and work directly with the headquarters, offices, and agencies of the Department of National Defence and the Canadian Forces in Nova Scotia. Departmental responsibility and accountability for the Province s defence, military, and veterans related activities are managed by Intergovernmental Affairs. THE PROTOCOL OFFICE The Protocol Office coordinates official ceremonies, events and foreign-official visits through consultations with ministers, departmental stakeholders and the federal government. It also provides protocol related advice to departments, nongovernmental organizations and the general public, and manages / administers the Province s public recognition programs, the Order of Nova Scotia and the Premier s Congratulatory Message Service. GOVERNMENT HOUSE The responsibilities of the Office of the Lieutenant Governor / Government House are to serve, support and maintain with excellence the Lieutenant Governor of Nova Scotia and Government House. The Office of the Lieutenant Governor will ensure that its mandate to support the constitutional and symbolic role of the Lieutenant Governor as The Queen of Canada s representative in Nova Scotia is fully met. Administrative update: November 2, 2017 Page 2 of 2

83 Chapter 2: Organization and Responsibilities Department of Internal Services Department of Internal Services Responsibilities MANDATE To provide quality shared services and supports that allow other government departments and public service entities to deliver the programs and services Nova Scotians rely on. The department provides key corporate administrative and professional services under five operational branches: CORPORATE AFFAIRS BRANCH Provides overall management and coordination of department-wide activities and responsibilities and delivers various shared services to public sector organizations. Core Functions: Departmental Policy and Planning Departmental Health, Safety and Environment Program Corporate Business Continuity Management Corporate Security Support Services Risk Management and Insurance Services Lean and Continuous Improvement Services Public Safety and Field Communications Services (Trunked Mobile Radio) Shared Services Secretariat Financial Services Branch Provides corporate financial services including accounts payable, accounts receivable, general ledger, travel expenses, payment production and financial reporting for most government departments and agencies. Corporate payroll master data maintenance and payroll processing for government departments and agencies, and payroll processing for provincial school boards and pensioners. Core Functions: Accounts Receivables Corporate Payments Corporate Transactional Accounting Services Page 1 of 4

84 Chapter 2: Organization and Responsibilities Department of Internal Services Financial Reporting HR Master Data Maintenance Payroll Production & Payroll Tax Compliance and Reporting INFORMATION, COMMUNICATIONS & TECHNOLOGY (ICT) SERVICES BRANCH Information, Communications and Technology Services Branch provides information, communications, and technology services for clients in government departments; health; education; and other agencies, boards, commissions, crown corporations, and public sector entities. The Branch also assists public bodies in the day-to-day administration of information access and privacy across the public sector. Core Functions: Business Relationship Management Manages the overall relationship with our clients at the strategic level by understanding clients business needs and priorities and available services and processes; supporting ICT strategy development; aligning similar requirements and problems across the spectrum of clients with common solutions; and reporting on service performance. Business Solutions Develops, maintains, enhances and supports IT enabled business solutions and associated business strategies, services and programs across all clients (except clinical applications), ensuring alignment with business objectives and compliance with relevant legislation. Provides corporate leadership in the strategic direction, priority setting, management and governance of large corporate systems, including SAP, case management, license and registry management, and learning management. Business Strategies and Services Develops government wide information, communications, and technology strategies, policies, architectures, standards, and guidelines that enable the delivery of quality, accessible, and sustainable services to Nova Scotians and businesses. Oversees government s ICT governance structure. Client Services Provides strategic leadership in the development of best-practice client service delivery; delivers service desk, desktop support, asset management, and fulfillment services; provides centralized mail service for government Page 2 of 4

85 Chapter 2: Organization and Responsibilities Department of Internal Services departments, offices, agencies, boards, and commissions; and provides high quality, high volume print services for government departments, offices, agencies, boards, and commissions. Communications and Technology Services Provides strategic leadership in the development of best-practice infrastructure service delivery; operates all technology associated with IT infrastructure (network, server, database), communications (voice and data), and data centres; and implements cyber security and risk management strategies, policies, and standards. Cyber Security and Risk Management Establishes cyber security and risk management strategies, policies and standards, including ICT business continuity plans. Provides overall security policy for government s electronic information and technology infrastructure, and manages risks to confidentiality, integrity, and availability of government information and information technology infrastructure. Information Access and Privacy Services Responsible for the implementation of the Access and Privacy Program with authority over information, access and privacy policy, practices, services and resources for government. IAP Services manages the day-to-day operations resulting from applications and provisions of the Freedom of Information and Protection of Privacy Act and regulations. IAP Administrators work as part of a consolidated team with expertise in access and privacy. Information Management Develops strategies and maintains a framework of information managementrelated legislation, policies, standards, and practices to ensure government information is managed and optimized for maximum value. Provides advice and consultation upon request on any information management-related matter or issue that may arise; provides full record centre services in Halifax and Sydney; administers the Government Records Act; provides geographic information services to all government departments and offices. Page 3 of 4

86 Chapter 2: Organization and Responsibilities Department of Internal Services INTERNAL AUDIT BRANCH Supports the Deputy Minister s Audit Committee and their responsibility for the oversight of provincial departments and the related systems of internal control. The centre is uniquely positioned to provide an independent and objective appraisal of provincial activities. Core Functions: Advisory Services Assurance Services Forensic Services PROCUREMENT SERVICES BRANCH Responsible for administering the shared service model for strategic sourcing, contract management and updated policies to support creating value for money through fair, open and transparent procurement processes. Emphasis on maximizing competition while supporting our environment, economy, and society while maintaining or improving the quality of goods and services. Supports departments, agencies, boards and commissions, school boards, the Nova Scotia Health Authorities and Crown Corporations. Core Functions: Strategic Sourcing / Category Planning Delivery of High Value Procurement Contract Management Governance Policy and Reporting Acts Administered Freedom of Information and Protection of Privacy Act (joint with Justice) Government Records Act Public Procurement Act Shared Services Act Administrative update: November 4, 2017 Page 4 of 4

87 Chapter 2: Organization and Responsibilities Department of Justice Department of Justice MINISTER AGENCIES, BOARDS AND COMMISSIONS OFFICE OF THE PUBLIC TRUSTEE MEDICAL EXAMINER SERVICE Chief Medical Examiner DEPUTY MINISTER COMMUNICATIONS Director HUMAN RESOURCES Director LEGAL SERVICES Executive Director CORRECTIONAL SERVICES Executive Director FINANCE & ADMINISTRATION Executive Director COURT SERVICES Executive Director POLICY & INFORMATION MANAGEMENT Executive Director PUBLIC SAFETY & SECURITY Executive Director Mission The Department of Justice is committed to protecting and promoting the rights and safety of all people in Nova Scotia with efficient and responsive justice programs and services. Mandate The Department of Justice consists of approximately 1,600 employees (FTEs) and is responsible for the administration of justice and for promoting the safety and security of Nova Scotians through justice-related programs, services and initiatives. To accomplish its mandate, the department provides services through six divisions: Public Safety and Security; Court Services; Correctional Services; Legal Services; Policy & Information Management; and Finance and Administration. Page 1 of 10

88 Chapter 2: Organization and Responsibilities Department of Justice Vision Nova Scotia has a people-centred justice system and the safest communities in the country. Responsibilities PUBLIC SAFETY AND SECURITY Public Safety and Security has responsibility for public safety initiatives in the province, including oversight, governance and advice to police, private security services and firearms license holders, as well as enforcement of community safety processes and security intelligence management services. Divisional responsibilities include: administration of the Police Act, including acting in an advisory role to all police services, managing contracts with the RCMP and First Nations Policing, and strengthening policing initiatives through the development of standards, audits and inspections and governance training; partnerships with the public safety community and federal/provincial/territorial partners to contribute to and facilitate initiatives to improve public safety; liaising with public safety stakeholders and federal/provincial/territorial partners on crime prevention initiatives; effective regulation and monitoring of the private security industry pursuant to the Private Investigators and Private Guards Act, including the licensing of businesses and individuals engaged in private security services; administration of the licensing provisions of the federal Firearms Act, including licensing firearms owners/businesses, designation and inspection of firing ranges, and delivering firearms safety courses; enforcement of the Safer Communities and Neighbourhoods Act, which aims to improve community safety by targeting and, if necessary, shutting down residential and commercial buildings and land that are regularly used for illegal activities such as: producing, selling or using illegal drugs, prostitution, illegal gaming, or the unlawful sale and consumption of alcohol; administration of the Rewards for Major Unsolved Crimes program; administration of the Civil Forfeiture Unit; administration of the Security Intelligence Management Section through coordination of security and threat assessments on behalf of government; administration of the Cyber Scan Unit, which conducts investigations under the Cyber Safety Act related to cyber bullying; Page 2 of 10

89 Chapter 2: Organization and Responsibilities Department of Justice administration of service agreements with a network of eight community justice agencies and one tribal organization which offers services for Aboriginal people; the community justice agencies deliver the Restorative Justice Program and Community Service Order Program services, grounding the Program in the community and bringing the voice of the wider community into the process. COURT SERVICES Court Services has responsibility for improving access to justice and improving public safety and security through: Civil law court services - including court administration and management, as well as small claims, other civil law, probate law and bankruptcy law adjudication; Criminal law court services - including court administration and management, security and transport of prisoners to and from court and criminal law adjudication (Justice of the Peace); and Family law court services - including court administration and management, monitoring and enforcing payment of support orders, and family support services. The Court Services Division occupies facilities throughout the province. Full service Justice Centres or stand-alone courts are located in Halifax Regional Municipality (4), Bridgewater (1), Yarmouth (1), Digby (1), Kentville (2), Truro (2), Amherst (2), Pictou (1), Antigonish (1), Port Hawkesbury (1) and Sydney (1). The Court Services Division also manages: Victim Services - with offices in eight communities, aims to reduce the harmful impact of crime on victims by: promoting victims rights and interests and advising government on issues relating to victims of crime working with justice partners and the community to develop policies and programs that address the needs of crime victims; and providing direct services for victims through four core programs: the Provincial Victim Services Program, Criminal Injuries Counselling Program, Victim Impact Statement Program, and Child Victim/Witness Program Maintenance Enforcement Program - with an enforcement office, and a Central Enrollment Unit and a Central Payment Processing Unit serving the province, aims to improve access to justice for families by registering, collecting and enforcing court orders or agreements registered with the court for child and spousal support. Page 3 of 10

90 Chapter 2: Organization and Responsibilities Department of Justice CORRECTIONAL SERVICES Correctional Services is responsible for improving public safety and security through effective custody-based and community-based corrections. The Correctional Services Division operates four adult offender and two young offender correctional facilities. The key functions of correctional facilities are to provide safe and secure custody and control of offenders, and programs that address criminogenic factors to assist with the successful reintegration of offenders into the community. There are 21 community corrections offices in operation. The functions of community corrections are to provide information to assist the court in the sentencing process(es); administer and supervise community-based sentences of the courts; provide programs that address dynamic criminogenic factors to assist with the successful reintegration of offenders into the community; and provide selected alternative measures (e.g. adult diversion program, fine options) to assist the court by diverting minor offences from the court process. Two community based initiatives of Correctional Services include Halifax Youth Attendance Centre and Centre 24/7, an alternative school program. Key functions of these centres include on-site education opportunities, mental health services, addiction services and programs that address criminogenic factors to assist with the successful reintegration of offenders into the community. LEGAL SERVICES Legal Services is the Crown s law office responsible for the provision of all legal services, except for prosecutions, to the. Using expertise in a broad range of areas, together with corporate memory, clients are assisted to avoid problems and respond to those that cannot be avoided. Legal Services is organized into 12 teams of lawyers and support staff, plus the Registry of Regulations. Six of the practice groups provide solicitor services and six provide litigation services, including general litigation, labour and employment law, and family law. The Solicitor Services lawyers provide legal advice and representation to all government departments and agencies. They give legal opinions, draft legal documents, and interpret legal texts. Bringing Solicitor Services in on a matter as early as possible can help the government avoid potential legal complications further down the road. Page 4 of 10

91 Chapter 2: Organization and Responsibilities Department of Justice The Litigation lawyers represent the Crown in all Civil proceedings involving any element of government before courts, boards, tribunals, arbitrators, adjudicators and mediators, and give advice pertaining to judicial and quasi-judicial proceedings. Their negotiating and litigation skills allow them to assist the government in achieving the desired and appropriate outcomes. The Registry of Regulations files, consolidates and publishes Nova Scotia regulations (in hard copy and online). They are responsible for the publication of the Royal Gazette Part 1 and Part II. They review all draft regulations to ensure the regulations meet the required plain language standards, and to ensure that the regulations are consistent in form, style and content with current legislation and regulations. POLICY AND INFORMATION MANAGEMENT Policy and Information Management brings together an inter-related group of department functions dedicated to the creation, analysis, sharing, accuracy, storage, protection and business use of information. The division s support for Justice includes: administering Information Access and Privacy matters according to legislation; providing policy formulation, advice, research, and strategic planning services; and managing the department s records management program (central registry). FINANCE AND ADMINISTRATION Finance and Administration provides strategic financial leadership and expertise to ensure all accounting/budgeting/procurement functions are performed in a timely and accurate manner. The work of the Department of Justice is also supported by: COMMUNICATIONS Communications provides strategic communications advice and support to the Minister, Deputy Minister and department staff. It prepares an annual strategic communications plan, which outlines internal and external communications activities to support both departmental and corporate goals and objectives. Communications works to promote public understanding of and confidence in the justice system by raising awareness of various initiatives and priorities and managing and mitigating any communications issues. Communications support includes but is not limited to: issues management, media relations, communications planning, social media, bill briefings, event planning, product development (speeches, news releases, etc.) and liaising with stakeholder groups (judiciary, PPS, police and others). Page 5 of 10

92 Chapter 2: Organization and Responsibilities Department of Justice HUMAN RESOURCES Human Resources services are provided by the Public Service Commission through a Human Resources Unit assigned to Department of Justice. Acts Administered Age of Majority Act Alternative Penalty Act Apologies Act Applied Science Technology Act Apportionment Act Arbitration Act Architects Act Assets Management and Disposition Act Assignments and Preferences Act Beneficiaries Designation Act Bills of Lading Act Blind Persons Rights Act Builders Lien Act Canada and United Kingdom Reciprocal Recognition and Enforcement of Judgments Act Canadian Information Processing Society of Nova Scotia Act Cape Breton Barristers Society Act Child Abduction Act Child Pornography Reporting Act Civil Forfeiture Act Class Proceedings Act Collection Act Commercial Arbitration Act Commercial Mediation Act Compensation for Victims of Crime Act Conflict of Interest Act Constables Protection Act Constitutional Questions Act Contributory Negligence Act Controverted Elections Conveyancing Act Corporations Miscellaneous Provisions Act Correctional Services Act Page 6 of 10

93 Chapter 2: Organization and Responsibilities Department of Justice Corrections Act Costs and Fees Act Court and Administrative Reform Act Court for Divorce and Matrimonial Causes Act Court Houses and Lockup Houses Act Court Jurisdiction and Proceedings Transfer Act Court Officials Act Court Security Act Creditors Relief Act Criminal Notoriety Act Cross-border Policing Act Cyber Safety Act Defamation Act Demise of the Crown Act Descent of Property Act Domestic Violence Intervention Act Elections Act Electronic Commerce Act Enforcement of Canadian Judgments and Decrees Act Enforcement of Court Orders Act Engineering Profession Act Escheats Act Estate Actions Act Estreats Act Evidence Act Expropriation Act Family Court Act Family Orders Information Release Act Fatal Injuries Act Fatality Investigations Act Federal-Provincial Power Act Flea Markets Regulation Act Forcible Entry and Detainer Act Freedom of Information and Protection of Privacy Act Geoscience Profession Act Guardianship Act Gunshot Wounds Mandatory Reporting Act Page 7 of 10

94 Chapter 2: Organization and Responsibilities Department of Justice House of Assembly Act Human Rights Act Incompetent Persons Act Inebriates Guardianship Act Interest on Judgments Act Interior Designers Act Interjurisdictional Support Orders Act International Commercial Arbitration Act International Interests in Mobile Aircraft Equipment Act International Sale of Goods Act International Trusts Act International Wills Act Interpretation Act Interprovincial Subpoena Act Intestate Succession Act Judicature Act Judicial Disqualifications Removal Act Juries Act Justices of the Peace Act Land Actions Venue Act Law Reform Commission Act Legal Aid Act Legal Profession Act Liberty of the Subject Act Lieutenant Governor and Great Seal Act Limitation of Actions Act Maintenance and Custody Act Maintenance Enforcement Act Matrimonial Property Act Members and Public Employees Disclosure Act Municipal Conflict of Interest Act Night Courts Act Notaries and Commissioners Act Occupiers Liability Act Ombudsman Act Overholding Tenants Act Partition Act Page 8 of 10

95 Chapter 2: Organization and Responsibilities Department of Justice Partnership Act Payment into Court Act Personal Directives Act Personal Information International Disclosure Protection Act Pledging of Service Emblems Act Police Act Police and Peace Officers Memorial Day Act Police Services Act Powers of Attorney Act Presumption of Death Act Privacy Review Officer Act Private Investigators and Private Guards Act Probate Act Proceedings Against the Crown Act Professional Planners Act Protection of Property Act Provincial Court Act Public Inquiries Act Public Prosecutions Act Public Subscriptions Act Public Trustee Act Purchasing Management Association of Canada Act Quieting Titles Act Real Property Act Reciprocal Enforcement of Custody Orders Act Reciprocal Enforcement of Judgment Act Regulations Act Religious and Charitable Corporations Property Act Religious Congregations and Societies Act Remembrance Day Act Remission of Penalties Act Retail Business Uniform Closing Day Act Safer Communities and Neighbourhoods Act Sale of Goods Act Sale of Land under Execution Act Small Claims Court Act Solemnization of Marriage Act Page 9 of 10

96 Chapter 2: Organization and Responsibilities Department of Justice Statute of Frauds Act Statute Revision Act Storage Warehouse Keepers Act Summary Proceedings Act Supreme and Exchequer Courts of Canada Sureties Act Survival of Actions Act Survivorship Act Tenancies and Distress for Rent Act Testators Family Maintenance Act Ticket of Leave Act Time Definition Act Tortfeasors Act Trustee Act Unclaimed Articles Act Uniform Law Act Variation of Trusts Act Vendors and Purchasers Act Victims Rights and Services Act Volunteer Protection Act Volunteer Services Act Warehouse Receipts Act Warehousemen s Lien Act Wills Act Woodsmen s Lien Act Workers Compensation Act (Part II only) Youth Justice Act Note: This list includes only those Acts which were in force as of the review date, June 20, Administrative update: June 24, 2015 Page 10 of 10

97 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education Department of Labour and Advanced Education The Nova Scotia Department of Labour and Advanced Education (LAE) works to contribute to a competitive workforce by making strategic investments in people, programs, services and partnerships. Vision The vision for the department is to foster Nova Scotians belief in a bigger future - knowing where the jobs are and will be, building the skills to access those jobs, and working to their highest potential in fair, equitable, safe, productive, and inclusive workplaces. Mission The department will work to ensure that all Nova Scotians believe their future is here, with each person confident in their abilities to prosper. We will do this by maximizing our capacity to have more people learning, more people working and working safely, and more sustainable businesses in our province. Mandate The mandate for LAE is to provide a fair, equitable, safe, productive, and inclusive environment in which to learn, work, and live. The broad mandate of the department includes: Regulatory responsibility for occupational health and safety, technical safety, the Workers Advisers Program, labour relations, and labour standards. Improving access among Nova Scotians to labour market information, employment services, and learning programs that support their labour market attachment and growth. Strategic action is taken to align the needs of employees with those of employers to help all Nova Scotians prepare for, find, and keep employment. Providing opportunities for individuals to advance to employment and within the workplace through adult learning, literacy and essential skills, employment and skills development programs. Providing funding, services, and support to post-secondary institutions and postsecondary students to ensure high-quality post-secondary education and training remains accessible and affordable. Page 1 of 10

98 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education The mandate for Youth is to: reverse outmigration numbers by attracting and retaining more year olds than those leaving the province; retain more youth in the province and achieve youth employment levels so that the unemployment rate for year olds is less than 12%; and increase workforce participation, especially for underrepresented groups. Responsibilities CORPORATE POLICY AND SERVICES The branch is the department s primary link with government. The branch helps ensure the department aligns with and adheres to government policies, priorities, and processes, and in turn supports government decision-making. The branch is also responsible for coordinating appointments to agencies, boards and commissions. Policy and Planning Division The division is the key liaison with Executive Council and Treasury Board and takes a lead role on behalf of the department in developing legislation, regulations and policies (including submissions to Executive Council), preparing ministerial and deputy ministerial briefing materials, policy analysis, and strategic and business planning. The division also takes a leadership role in the development of strategic initiatives, including relationships with internal and external stakeholders. Research, Accountability and Intergovernmental Affairs Division The division provides evidence-based decision support to the department and its stakeholders through strategic and collaborative research, analysis and advice. This includes the provision of labour market information and supporting intergovernmental relations, evaluation and accountability functions across the department. Organizational Health and Professional Services Division The division provides support in four areas - Facilities Management, Occupational Health and Safety, Information Management and Organizational Health. The division coordinates services including real property and office space allocation, central registry, records and information management and provides a peoplecentered approach to productivity and supports compliance with corporate initiatives. The division also coordinates the internal occupational health and safety program on behalf of the department. Page 2 of 10

99 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education Youth The division leads a horizontal government approach on youth to increase the number of youth in the public service, support youth transition from school, provide opportunities for skilled and unemployed or underemployed youth, and programs that focus on year olds. HIGHER EDUCATION The Higher Education branch contributes to lifelong learning by providing funding, services, and support to post-secondary institutions to maintain access to high quality post-secondary education. This business unit also supports the provision of the necessary, highly qualified personnel to meet labour market demand and the need for a knowledgeable, engaged citizenry. Student Assistance Division The Nova Scotia Student Assistance division provides an opportunity for all qualified students in Nova Scotia to pursue post-secondary education. Post-Secondary Disability Services Division Post-Secondary Disability Services, through the Canada-Nova Scotia Labour Market Agreement for Persons with Disabilities, provides a range of programs, goods and services to support students with disabilities in post-secondary education. Universities and Colleges Division The division is the key liaison between the province and post-secondary institutions. The division develops and manages funding agreements between the province and the public post-secondary institutions, co-operates with postsecondary institutions on strategic projects, conducts Nova Scotia based higher education research through the Minister s Post-Secondary Education Research Advisory Panel, and represents the province at a regional and national level regarding post-secondary education issues. Private Career Colleges Division The division works with Private Career Colleges to ensure that Nova Scotians have access to training opportunities that respond to labour market needs and leads to employment. Page 3 of 10

100 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education LABOUR SERVICES The branch enforces the Province s labour legislation and helps ensure Nova Scotia s labour laws are fair and balanced, both for employers and employees. Labour Standards Division The division administers the Labour Standards Code, which sets out minimum employment rights, primarily for non-unionized employees. The division investigates and resolves complaints, issues orders, collects payment of wages found owing, and promotes compliance with the legislation through proactive awareness and audit/inspection activities. It also administers the Foreign Worker provisions of the Code which include recruiter licensing and employer registration requirements. Conciliation and Mediation Services Division The division provides impartial conciliation, mediation, and dispute resolution services focused on settling workplace disputes with the goal of decreasing conflict in the workplace, grievance arbitrations, and work stoppages. Additionally, the division encourages harmonious labour relations through the delivery of high quality educational programming. Workers Advisers Program The Workers Advisers Program is established under Part III of the Workers Compensation Act and regulations to provide free legal assistance, advice, and representation to eligible injured workers and their families seeking workers compensation benefits. Labour Board The Labour Board is an independent, adjudicative body established under the Labour Board Act to adjudicate and resolve disputes under various provincial labour and employment laws, such as the Trade Union Act, Occupational Health and Safety Act and Labour Standards Code. Page 4 of 10

101 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education SAFETY The branch supports the delivery of effective and efficient regulatory management to enhance the protection of the public and workers safety through education and outreach, inspection and enforcement, equipment registrations/permits and licenses. Occupational Health and Safety Division The division concentrates its efforts on promoting safe and healthy workplaces, safe work practices, and safe standards that protect people at work. It does this by relying on the internal responsibility system, which acknowledges the shared responsibility of employers and employees for workplace health and safety. Technical Safety Division The division works with industry, municipalities, stakeholders and the public to safely regulate amusement devices, elevating devices, boiler systems and plants, electrical work, cranes and fuel safety using a range of compliance tools including certification, registration, licensing, permitting and inspections. Strategic Planning and Risk Management Division The division leads the formulation, planning, integration, review and evaluation of strategies, policies, programs and services that advance the overall purposes of the Safety Branch, supporting a comprehensive approach to dealing with risk. SKILLS AND LEARNING The branch supports unemployed Nova Scotians to prepare for and secure work; helps businesses, industries and their employees become more productive through skills training, strategic HR services, and industry/sector partnerships; provides adult learners with foundational education to enable further education or labour force attachment; and supports career-oriented work experiences for post-secondary students, and employment for recent graduates. To advance this work, the branch has two operating Units (Programs Unit, and the Strategy and Planning Unit). Programs Unit The unit is accountable for the delivery of labour market programming across the province, to help grow and strengthen Nova Scotia s workforce, and it is comprised of the following divisions: Employment Nova Scotia Division The Employment Programs Division is dedicated to helping Nova Scotians meet their full employment potential, help employers find the employees they need to prosper, and to help communities play an active role in developing well-balanced Page 5 of 10

102 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education local labour markets. Working closely with a network of external service providers, the Employment Programs Division is responsible for the management and ongoing development of the province s employment services delivery system, Nova Scotia Works, through which most of its programs are initially accessed by the public. It is also responsible for coordination of transition services for employees effected by industry downsizing or closures. Adult Education Division The Adult Education Division is dedicated to improving the education and employment prospects of Nova Scotia s adults by funding, developing, coordinating and upgrading adult educational programs and services, promoting family literacy, and supporting the recognition of international qualifications and fair labour mobility practices. The division coordinates the Nova Scotia School for Adult Learning, administers the General Education Development (GED) testing program, supports capacity-building through the Recognition of Prior Learning funding program and International Qualification Recognition program, and ensures fair labour mobility practices through the administration of the Fair Registration Practices Act and implementation of the Labour Mobility Chapter of the Canada Free Trade Agreement. Workplace Initiatives Division The division is dedicated to building a vibrant and adaptable workforce in Nova Scotia by partnering with and providing support to employers and industry to ensure they have the skilled employees and HR practices to effectively compete and grow in a global marketplace. The division provides the programs and tools that support industry, business and organizations to build knowledge, develop new skills and access tools to hire and performance manage staff. Strategy and Planning Unit The unit is focused on enhancing co-ordination and consistency in strategic and operational planning, in program design and delivery, and investment decisions throughout the Skills and Learning Branch. The unit promotes program excellence across the branch s divisions through a comprehensive suite of support services, and plays a lead role in supporting LAE and horizontal/government-wide initiatives on behalf of the branch. The unit provides direct support to organizations and businesses to encourage post-secondary student and graduate employment. The unit is comprised of the following divisions: Page 6 of 10

103 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education Strategy and Business Innovation Division The division leads the development, implementation and integration of key strategic, business, operational and investment plans and priorities to advance the objectives of the branch, LAE, and the priorities of government. It promotes program excellence across the branch through a suite of support services, including evaluation, training, financial management, operational planning facilitation, Lean Six Sigma tools and techniques, and LaMPSS support. The division also plays a key role in the stewardship of federal/provincial labour market agreements, including the development of investment control protocols for decision-making, audit purposes and consistent financial accountability. Strategic and Youth Initiatives Division The division is responsible for establishing and elevating strategic and policy directions in the province to attach youth to the labour force, and to address issues related to under-employment and barriers to employment for underrepresented groups in Nova Scotia. The division manages employment programs for post-secondary students and graduates. NOVA SCOTIA APPRENTICESHIP AGENCY The Agency is responsible for stewarding and operating a relevant, accessible and responsive industry-led trades training and certification system and improving access to and participation in the system by Aboriginal Peoples, African Nova Scotians, differently-abled persons, immigrants, women and members of other underrepresented groups. Vision The vision for the Agency is an industry-led apprenticeship system that builds and maintains a highly skilled and diverse workforce, contributing to the economic success of Nova Scotia. Mission As advocates and stewards, the Agency, industry, and its partners will build a leading-edge apprenticeship system, creating more jobs for apprenticeship, giving broader access to training and certification, and exceeding nationally recognized performance. Page 7 of 10

104 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education Legislation Note: This list includes all legislation that the Minister of Labour and Advanced Education is responsible for in whole or in part, Private Acts related to universities, and federal student assistance legislation administered by the Province. CORPORATE POLICY AND SERVICES BRANCH Cosmetology Act Registered Barbers Act Youth Secretariat Act HIGHER EDUCATION BRANCH Acadia University Act (Private Act, 1891) An Act to Amend and Consolidate the Acts Relating to St. Francis Xavier University An Act for the Regulation and Support of Dalhousie College (Private Act, 1863) An Act relating to Dalhousie College (Private Act, 1935) Atlantic School of Theology Act (Private Act, 1974) *Canada Student Financial Assistance Act *Canada Student Loans Act Canadian Forces Reservists Protection Act Cape Breton University Act Community Colleges Act Dalhousie-Technical University Amalgamation Act Dalhousie University-Nova Scotia Agricultural College Merger Act Degree Granting Act Language Schools Act Maritime Provinces Higher Education Commission Act Mount Saint Vincent University Act (Private Act, 1988) Nova Scotia College of Art and Design Act (Private Act, 1969) Private Career Colleges Act St. Francis Xavier University Act (Private Act, 1921) St. Mary s University Act (Private Act, 1970) Student Aid Act Université Sainte-Anne - Collège de l Acadie Act/ Loi sur l Université Sainte-Anne - Collège de l Acadie Universities Accountability and Sustainability Act University Foundations Act University of King s Collage Act (Private Act, 1960) * Federal legislation administered by the Province Page 8 of 10

105 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education LABOUR SERVICES BRANCH Civil Service Collective Bargaining Act Construction Projects Labour Relations Act Essential Health and Community Services Act February Holiday Act Highway Workers Collective Bargaining Act Labour Board Act Labour Standards Code Pay Equity Act Poverty Reduction Working Group Act Remembrance Day Act Teachers Collective Bargaining Act Trade Union Act NOVA SCOTIA APPRENTICESHIP AGENCY Apprenticeship and Trades Qualifications Act Community Colleges Act SAFETY BRANCH Amusement Devices Safety Act Canada-Nova Scotia Offshore Petroleum Resources Accord Implementation (Nova Scotia) Act Electrical Installation and Inspection Act Elevators and Lifts Act Occupational Health and Safety Act Smoke-Free Places Act Technical Safety Act Workers Compensation Act SKILLS AND LEARNING BRANCH Adult Learning Act Fair Registration Practices Act Administrative update: November 7, 2017 Page 9 of 10

106 Chapter 2: Organization and Responsibilities Department of Labour and Advanced Education Page 10 of 10

107 Chapter 2: Organization and Responsibilities Department of Municipal Affairs Department of Municipal Affairs Mission Statement The Department of Municipal Affairs enables municipalities to build healthy, safe and vibrant communities, ensures fire and building safety, and works in collaboration with municipal, provincial and federal departments to strengthen provincial and municipal preparedness through planning, training and exercise. Responsibilities DEPUTY MINISTER Provides overall management and coordination of the activities and responsibilities of the department. GRANTS, PROGRAMS AND OPERATIONS The Grants, Programs and Operations division administers programs and distributes funding to municipalities to help build and revitalize local public infrastructure. The Office of the Fire Marshal (OFM) establishes policies, regulations and programs to promote and enforce the principles and practices of fire and life safety for Nova Scotians. OFM advises persons or organizations, including Government regarding building and fire safety. POLICY, PLANNING, AND ADVISORY SERVICES Supports Nova Scotia s municipalities in their efforts to provide effective local governance and plan healthy communities. Provides sound policy, planning, governance, and financial advice and services to municipal partners. Reports municipal statistics and financial condition. Administers and supports the Regional Enterprise Networks. Oversees municipal and school board elections. Provides policy and planning services to the Minister, Deputy Minster and divisions and agencies of the department. This includes leading coordinating or providing support for policy, legislative and regulatory initiatives; departmental business and operational planning. Page 1 of 4

108 Chapter 2: Organization and Responsibilities Department of Municipal Affairs EMERGENCY MANAGEMENT OFFICE (EMO) Enhance Nova Scotians safety and well-being through innovative, collaborative, and integrated emergency planning and response. Ensures the safety and security of Nova Scotians, their property and the environment by providing for a prompt and coordinated response to an emergency. Working hand-in-hand with municipal authorities, EMO provides assistance in planning for emergencies, coordinates provincial resources when an emergency occurs, and assists with analysis and evaluation after an emergency. Agencies, Boards, and Commissions 911 Cost Recovery Committee Municipal Finance Corporation Nova Scotia Assessment Appeal Tribunal Nova Scotia Building Advisory Committee Nova Scotia Fire Safety Advisory Council Nova Scotia Fire Services Advisory Committee Acts Administered Assessment Act Building Access Act Building Code Act Ditches and Water Courses Act Emergency 911 Act Emergency Management Act Fire Safety Act Gas Distribution System Municipal Taxation Act Halifax Regional Municipality Charter Halifax Regional Water Commission Act Municipal Conflict of Interest Act Municipal Elections Act Municipal Finance Corporation Act Municipal Fiscal Year Act Municipal Government Act Page 2 of 4

109 Chapter 2: Organization and Responsibilities Department of Municipal Affairs Municipal Grants Act Municipal Housing Corporations Act Municipal Loan and Building Fund Act Oil Refineries and L.N.G. Plants Municipal Taxation Act Property Valuation Services Corporation Act Rural Fire District Act Wind Turbine Facilities Municipal Taxation Act Administrative update: November 1, 2017 Page 3 of 4

110 Chapter 2: Organization and Responsibilities Department of Municipal Affairs Page 4 of 4

111 Chapter 2: Organization and Responsibilities Department of Natural Resources Department of Natural Resources Branch Responsibilities The Department of Natural Resources (DNR) has broad responsibilities relative to the management, development, conservation and protection of Nova Scotia s biodiversity, forest, geological, and park resources and the administration of the province s Crown land. The department is organized into five branches. GEOSCIENCE AND MINES BRANCH The Geoscience and Mines Branch is responsible for implementing policies and programs dealing with the exploration, development, management and efficient use of mineral resources. The branch promotes scientific understanding of the geology of Nova Scotia for use by government, industry and the public, and provides a mineral rights tenure system that establishes legal rights to minerals for exploration and development. The branch also promotes the concepts of environmental responsibility and sustainable development, stewardship of the mineral resource sector, and integrated resource planning. In addition, the branch provides information to government and the public on risks and mitigation strategies of geo-hazards that may impact the health and safety of Nova Scotians. The responsibilities of the branch are carried out by two divisions: Geological Services Division Mineral Management Division LAND SERVICES BRANCH The Land Services Branch provides service, advice and leadership on all aspects of the Department s mandate related to the administration of Crown land by: Managing the land and resources in a balanced, sustainable manner that supports economic development and biodiversity; Collaborating with individuals, groups, and the Mi kmaq to improve shared stewardship; Providing easy access to accurate land records and boundary information; Linking and sharing land and resource data to facilitate decision-making; and Promoting complementary ways to use Crown land. Page 1 of 4

112 Chapter 2: Organization and Responsibilities Department of Natural Resources The Land Services Branch also acts as land agent for Nova Scotia Environment (NSE), Office of Aboriginal Affairs (OAA) and Nova Scotia Business Inc. (NSBI); and provides expertise and leadership within the provincial government related to all aspects of land transactions. The Land Services Branch is comprised of the following divisions and a special initiative: Land Administration Division Surveys Division Land Services Program Renewal POLICY, PLANNING AND SUPPORT SERVICES BRANCH The Policy, Planning and Support Services Branch provides planning and policy coordination support to the Deputy Minister and the department by ensuring that policies and plans developed within and across the department are coordinated, support the integrated management of our natural resources and support the strategic direction of government. The branch also provides strategic/policy planning, research, information management, facilities management, services related to information, project and change management, as well as, evaluation and continuous improvement models. The responsibilities of the branch are carried out by four divisions: Information Management and Support Services Division Organizational Strategy and Renewal Division Strategic Policy and Planning Division Aboriginal Policy Division REGIONAL SERVICES BRANCH The Regional Services Branch delivers programs and services on behalf of the department through an extensive network of field offices. These programs and services include wildlife management, forest management, Crown lands, surveys, regional geological services, extension and education, hunter safety, forest fire prevention, detection and suppression, monitoring of forest insects and diseases, operation and maintenance of Provincial Parks, and resource conservation. Regional Services is the service delivery branch of Natural Resources. The branch is broken down into three divisions and three regions: Parks, Outreach, and Service Delivery Division Forest Protection & Fleet Management Division Regions: Eastern, Western, and Central Division Page 2 of 4

113 Chapter 2: Organization and Responsibilities Department of Natural Resources RENEWABLE RESOURCES BRANCH The Renewable Resources Branch provides coordination and leadership on conservation and sustainable use, management, and economic development, for the province s forests, biodiversity and wildlife. The branch is comprised of the following divisions: Forestry Division Economic Development & Trade Division Wildlife Division Resource Management Division Acts Administered An Act to Confer Certain Powers Upon the Lieutenant Governor in Council and to Amend the Mines Act Beaches Act Beaches and Foreshores Act Community Easements Act Conservation Easements Act Crown Lands Act Endangered Species Act Forest Enhancement Act Forests Act Gypsum Mining Income Tax Act Indian Lands Act Kedgemakooge National Park Act Land Surveyors Act Land Titles Clarification Act Mines Act Mineral Resources Act Oak Island Treasure Act Off Highway Vehicles Act (DNR has responsibility for all sections that do not fall under the Motor Vehicles Act) Parks Development Act Primary Forest Products Act Provincial Parks Act Scalers Act Scott Maritimes Limited Agreement Act (Repeal subject to proclamation) Page 3 of 4

114 Chapter 2: Organization and Responsibilities Department of Natural Resources Shubenacadie Canal Commission Act Trails Act Wildlife Act OTHER ACTS Angling Act Private Ways Act Undersea Coal Mine Regulation Act Uranium Exploration and Mining Prohibition Act Woodsmen s Lien Act Administrative update: November 7, 2017 Page 4 of 4

115 Chapter 2: Organization and Responsibilities Department of Seniors Department of Seniors MINISTER DEPUTY MINISTER ASSOCIATE DEPUTY MINISTER CHIEF EXECUTIVE OFFICER COMMUNICATIONS OFFICER CORPORATE STRATEGY & POLICY Director PROGRAMS Director PLANNING & DEVELOPMENT OFFICER III Senior Policy Analyst PROGRAM ADMINISTRATIVE OFFICER III Community Development Officer PROGRAM ADMINISTRATIVE OFFICER III Community Development Officer Responsibilities The Department of Seniors provides leadership on issues related to aging to support the independence and well-being of older adults by: a. facilitating and promoting a coordinated approach within government on all matters related to seniors in the Province; b. engaging stakeholders and creating partnership across sectors to work together to meet the needs of seniors; Page 1 of 2

116 Chapter 2: Organization and Responsibilities Department of Seniors c. providing research analysis and policy advice on seniors issues; d. working on such other matters as may be assigned to the Department by the Governor in Council or by statute. Acts Administered Senior Citizens Secretariat Act Senior Citizens Week Act Administrative update: August 19, 2014 Page 2 of 2

117 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal Department of Transportation and Infrastructure Renewal Responsibilities The Department of Transportation and Infrastructure Renewal (TIR) designs, constructs and maintains provincial highways, public buildings, bridges and other related infrastructure. TIR is responsible for road safety initiatives and for the Registry of Motor Vehicles, which includes driver licensing, vehicle registration and driving records, and compliance. TIR also provides accommodation and property services in support of departments. HIGHWAY PROGRAMS Highway Programs has two main business areas Maintenance and Operations and Engineering and Construction. Maintenance and Operations Provides road information to the general public, provides policies on service delivery for summer, winter road and bridge maintenance, auditing compliance to approved standards while providing functional and technical support to the Districts where required. The Fleet Management division provides for the acquisition of vehicle assets; asset cost and inventory control; asset management and maintenance, operator and mechanic training; and, fleet management, including policies and procedures. The Vehicle Transportation Inspection division provides for the ongoing monitoring and enforcement of regulations pertaining to the operation of commercial motor vehicles on provincial highways. Also administers a comprehensive license and safety inspection program for all public passenger vehicles (including school buses, motor coaches, commuter services and commercial vehicles), as well as provincial rail safety regulatory compliance. The Road Safety division is responsible for programs assigned to the Registry of Motor Vehicles and responsible for the Motor Vehicle Act. Provides legislative and regulatory governance responsibility for driver licensing, vehicle standards, vehicle weights and dimensions policy. Page 1 of 8

118 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal Engineering and Construction Provides specialized delivery of highway planning, geometric and structural design, traffic engineering, capital program management, and asset management business functions. Provides technical support and tendering for highway and bridge infrastructure. The Environmental Services and Remediation division funds the cost of environmental site assessments and hazardous waste surveys for government properties, and the management and direction required in the remediation of environmental and health risks associated with certain sites. Provides the project management and direction for the contracts involving water quality and quantity investigations, on-site sewage disposal, remediation of contaminated sites and building demolition. Front Line Service Delivery in the Districts Actual service delivery for both highway construction and maintenance is provided mainly through four districts (Western, Northern, Central, and Eastern). These services include, highway maintenance (summer and winter), highway construction services (estimating, quality control, and project management), access control, and permitting. PUBLIC WORKS Provides corporate support services required by government departments and agencies. Provides management and maintenance for provincial infrastructure. Provides senior management oversight and leadership to the Public Works division. The focus is on strategy, priority setting and ensuring corporate emphasis is applied to service and infrastructure planning and delivery. The Building Project Services division is responsible for delivering building projects, including those projects valued at more than one million dollars, or otherwise characterized as having heightened complexity and risk. This division provides the planning, design and management of provincial building infrastructure. It includes major infrastructure projects, for such things as schools and hospitals. Page 2 of 8

119 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal The Real Property Services division provides a variety of real estate, property development, and inventory services to government departments, agencies, boards and commissions. These services include: space management of government accommodation needs, and management of government-wide inventory. Provides acquisition and disposal services; and appraisal and survey services. The Building Services division provides for the operation and maintenance, capital planning, and upgrading of government properties. CORPORATE SERVICES Policy and Planning Develops strategies, plans, and policies to guide the design and delivery of the department s programs and services; formulates measures to support a strong transportation system in Nova Scotia; and coordinates departmental input into government-wide policy and planning initiatives. Provides records management. Manages the legislative and regulatory agenda of the department. Provides support to the office of the Minister and Deputy Minister, including coordination of briefings, and FPT relations. Provides strategic policy advice in relation to air, marine, rail, road, and road safety policy. Health, Safety and Environment Provides for the ongoing health and safety of all department employees and visitors in accordance with provincial OHS and environmental legislation. Also provides standards and expectations of workplace health and safety in relation to contract work performed at provincially-owned and department-managed work sites. Page 3 of 8

120 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal Acts Administered Bell Museum Act Canso Causeway Act Dangerous Goods Transportation Act Dangerous Goods Transportation Regulations Ferries Act Ferriage Charges Regulations Halifax Dartmouth Bridge Commission Act Halifax-Dartmouth Bridge Commission Bylaw No Highway 104 Western Alignment Act Highway 104 Western Alignment Regulations Highway Workers Collective Bargaining Act Motor Vehicle Act Acadian Flag Number Plates Regulations Agricultural Equipment Registration Exemption and Number Plates Regulations Alcohol Ignition Interlock Program Regulations Alcohol Rehabilitation Programs Regulations Buy Local Number Plates Regulations Carriage of Freight by Vehicle Regulations Classes of Vehicles to be Inspected at Official Testing Stations Regulations Classification of Ambulances Regulations Classification of Drivers Licenses Regulations Commercial Carrier Safety Fitness Rating and Compliance Regulations Commercial Vehicle Drivers Hours of Service Regulations Commercial Vehicle Maintenance Standards Commercial Vehicle Permit and Registration Regulations Commercial Vehicle Transfer of Registration Regulations Commercial Vehicle Trip Inspection and Records Regulations Conservation Number Plates Regulations Dealers Licenses Regulations Definitions for Emergency Vehicles for Section 106B of the Act Regulations Designation of Temporary Work Areas Regulations Display of Handicapped Persons Vehicle Identification Permits Regulations Documents and Services Fees Driver Training Schools Regulations Equipment Approval Regulations Establishment of Registration Year (CAVR) Regulations Exemption from Examination and Licensing Regulations Page 4 of 8

121 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal Exemption from Registration of Certain New Vehicles driven by Autoport Ltd. Regulations Exemption from Registration of Certain Vehicles of the Department of Transportation and Infrastructure Renewal Regulations Exemption from Registration of Department of National Defence Vehicles Regulations Exemption from Registration of Motor Vehicles Operating on the Islands of Ironbound, Pictou, Big and Little Tancook Regulations Expiry Date of Licenses Regulations Extension of Certificates, Licenses and Permits Regulations Handicapped Parking - Reciprocating States Helmet Regulations Highway Racing Definitions Regulations Identification and Proof of Registration Regulations Identification Permits for Vehicles Transporting Mobility Handicapped Persons Regulations Judgments - Reciprocating States Median Crossing Regulations Motor-Driven Cycle and Motorcycle Lighting Equipment Exemptions Motor-driven Cycles Regulations Motor Vehicle Appeal Board Procedures Regulations Multi-Classification Vehicles Regulations Nighttime Driving Exemption Regulations Non-Resident Registration Regulations Number Plates for Commercial Vehicles Registered under the International Registration Plan Regulations Number Plates for Farmers and Fishermen Regulations Number Plates for Firefighters Regulations Number Plates for Licensed Radio Amateurs Regulations Number Plates for Semi-trailers Registered with a Permanent Identification Regulations Number Plates Regulations Owner s Permit and License Fees for Foreign Government Employees and Vehicles Regulations Parking Meter Regulations: Town of Truro Parking Regulations: Bedford By-pass and Highway 101; and Town of Shelburne Pedicab Helmet and Equipment Regulations Page 5 of 8

122 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal Pedicab Operation Regulations Personalized Number Plates Regulations Prorated Registration Fees for Inter-jurisdictional Commercial Trucks Regulations Prorated Vehicle Registration Plan Provincially Approved Screening Devices Regulations Refund of Registration Fees Regulations Registration Fees for Campers Regulations Registration Fees for Commercial Motor Vehicles Regulations Registration Fees for Farmers and Fishermen Regulations Registration Fees for Passenger Motor Vehicles Regulations Registration Fees for Public Passenger Vehicles Operated by a Public Utility Regulations Registration Fees for Students and New Residents Regulations Registration Fees for Trailers Regulations Registration Fees for Vehicles of Non-Profit, Charitable or Religious Organizations Regulations Registration of Antique Vehicles Regulations Registration of Armed Forces Vehicles Regulations Registration of Converted Passenger Vehicles as Commercial Vehicles Regulations Registration of Mobility Handicapped Persons Vehicles Regulations Registration of Motorcycles Regulations Registration of Passenger Vehicles used for Driver Instruction in High School Regulations Restricted Permits and Special Permits Fees Regulations Restricted Vehicles - Identification and Registration Regulations Road Lists Regulations School Areas Regulations Seat Belt and Child Restraint System Regulations Securing Loads on Vehicles Regulations Segway Pilot Project Regulations Slow-moving Vehicle Identification Regulations Standards of Vehicle Equipment Regulations Studded Tires Regulations Temporary Registration Permits Regulations Traffic Signs Regulations Trailer Couplings and Other Safety Devices Regulations Vehicle Inspection Regulations Page 6 of 8

123 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal Vehicle Warning Lights Regulations Veterans Number Plates Regulations Volunteer Fire-fighter and Ground Search and Rescue Workers Registration Fee Exemption Regulations Weights and Dimensions of Vehicles Regulations Windshield Stickers Regulations Yield to Transit Buses Regulations Public Highways Act Advertising Signs Regulations Extinguishment of Public Highways Procedure Regulations Parkway Development Standards Regulations Public Service Act Railways Act Private Railway Crossing Fees Regulations Railway Discontinuance of Services and Abandonment Regulations Railway Notification and Licence Regulations Railway Safety Regulations Surplus Crown Property Disposal Act Surplus Crown Property Disposal Regulations Unsightly Premises Act Acts Administered (Shared Responsibility) Motor Carrier Act (NS Utility and Review Board) Board Public Passenger Motor Carrier Act Regulations Governor in Council Public Passenger Motor Carrier Act Regulations Motor Carrier Fees Regulations Off-highway Vehicles Act (Environment, Natural Resources, Office of Service Nova Scotia) Off-highway Vehicles Designated Trails Off-highway Vehicle Infrastructure Fund Regulations Off-highway Vehicle Insurance Regulations Off-highway Vehicles Closed Courses Regulations Off-highway Vehicles Designated Trails and Trail Permits Regulations Off-highway Vehicles Fees Regulations Off-highway Vehicles General Regulations Off-highway Vehicles Safety and Training Regulations Off-highway Vehicles Vulnerable Areas Licensing Regulations Prohibition of Off-highway Vehicle Use in Pockwock Lake Watershed Protected Water Area Page 7 of 8

124 Chapter 2: Organization and Responsibilities Department of Transportation and Infrastructure Renewal ACTS ASSOCIATED BUT NOT ASSIGNED TO TIR Architects Act Building Access Act Engineering Profession Act Mechanics Lien Act Administrative update: November 8, 2017 Page 8 of 8

125 Chapter 2: Organization and Responsibilities Office of Aboriginal Affairs Office of Aboriginal Affairs Mission Statement Leads negotiations on Aboriginal and treaty rights with the Mi kmaq of Nova Scotia and the Federal Government, coordinates and facilitates consultation between the Provincial Government and the Mi kmaq of Nova Scotia, represents provincial interests on Aboriginal matters, provides strategic policy advice to government in fostering social and economic prosperity in Aboriginal communities, and works to increase public awareness and understanding of Aboriginal issues. Core Responsibilities and Services NEGOTIATIONS Through the formal tripartite Made-in-Nova Scotia process, advances issues related to Mi kmaq treaty rights, Aboriginal rights, including Aboriginal Title and Mi kmaq governance. The negotiation process enhances legal clarity on rights issues, maintains stable relations, and reduces economic and social disparity. CONSULTATION Coordinates the Province s consultation process with the Mi kmaq of Nova Scotia and the federal government through the Consultation Terms of Reference, which lays out the consultation process to address potential impacts on Aboriginal and treaty rights. Provides policy leadership, guidance, and advice to government departments regarding the duty to consult with the Mi kmaq of Nova Scotia. POLICY AND INTERGOVERNMENTAL RELATIONS Through working collaboratively with Aboriginal communities and organizations, and with other levels of government, coordinates Aboriginal and tripartite initiatives with the Mi kmaq of Nova Scotia and the federal government, and builds and maintains a sustainable foundation for Aboriginal-Government relations. As a central agency, provides ongoing horizontal coordination, guidance, and effective strategic advice on a wide range of departmental policies, initiatives, issues, and opportunities. PUBLIC AWARENESS AND EDUCATION Provides corporate leadership on the development of Treaty Education and resources for the general public, schools, public servants, and other targeted audiences that support increasing awareness on Aboriginal history, culture, and current day issues. Page 1 of 2

126 Chapter 2: Organization and Responsibilities Office of Aboriginal Affairs Administrative update: November 7, 2017 Page 2 of 2

127 Chapter 2: Organization and Responsibilities Office of Immigration Office of Immigration Vision Our vision is a welcoming province that sees greater numbers of immigrants each year and recognizes the important contributions they make to Nova Scotia. Mission To attract, integrate and retain immigrants to the province by taking a lead role in engaging and working with partners to ensure Nova Scotia is well-positioned for growth. Mandate In order to achieve the vision and mission, the Nova Scotia Office of Immigration (NSOI) will work to: Market the Province as an attractive immigration destination and promote all immigration pathways to Nova Scotia; Select immigrants through the Nova Scotia Nominee Program who fulfil a labour market need and who will make a contribution to Nova Scotia s economy; Strengthen immigration and settlement planning, policy and programming in the Province in order to encourage integration and retention; and Promote welcoming communities, including raising awareness and understanding of immigration and diversity issues. Key Responsibilities IMMIGRATION PROGRAMMING Nova Scotia Nominee Program (NSNP) The Nova Scotia Nominee Program (NSNP) was established in 2003, under the Canada-Nova Scotia Agreement on Provincial Nominees. In September 2007, the province and the federal government signed the Agreement on Canada- Nova Scotia Cooperation on Immigration that included Annex A on Provincial Nominees. Under the NSNP, the province provides immigration pathways that assist employers to address their labour needs; address skill gaps and labour shortages in the province; and target foreign nationals who want to start or purchase and actively manage a business in Nova Scotia. Page 1 of 4

128 Chapter 2: Organization and Responsibilities Office of Immigration Atlantic Immigration Pilot The Atlantic Immigration Pilot (AIP), launched March 2017, is a three-year pilot that is part of the Atlantic Growth Strategy. The AIP is a federal program with an identified role for provinces to designate and endorse employers. The Pilot assists employers address their labour needs through three streams focussed on high-skilled and intermediate skilled occupations and international graduates. The federal government is responsible for assessment of individual applications made following provincial endorsement. SETTLEMENT Settlement funding and support provided by NSOI facilitate successful integration and retention of immigrants in Nova Scotia. Settlement programming includes pre-arrival services; employment and entrepreneurship programs; language training; employer engagement; family crisis programming; computer training; welcoming communities; temporary foreign worker protection; and programming for immigrant children. ATTRACTION AND MARKETING Promotion of Nova Scotia as an immigration destination both internationally and nationally includes working with local employers, attending recruitment missions and events, and partnering with Atlantic colleagues on promoting Atlantic Canada. POLICY & EXTERNAL RELATIONS Federal, Provincial and Territorial Relations The Nova Scotia Office of Immigration (NSOI) works closely with Immigration, Refugees and Citizenship Canada (IRCC), provincial and territorial counterparts and other provincial departments. NSOI engages in collaborative policy research and development, agreement negotiations, and ongoing information sharing to improve the immigration system. Stakeholder Engagement NSOI works closely with local businesses, industries, community organizations and settlement service provider organizations to raise awareness about immigration, assist with navigating immigration programming and encourage a shared understanding of the immigration system. Acts Administered NSOI is not responsible for any provincial legislation. NSOI s mandate is outlined in the Nova Scotia Public Service Act. Page 2 of 4

129 Chapter 2: Organization and Responsibilities Office of Immigration Under Canada s Constitution, responsibility for immigration is shared between the federal and provincial/territorial governments. Federal legislation is paramount. The federal government leads decision-making and is responsible for immigration policy in Canada. Only the federal government has authority to permit people to immigrate to Canada as well as become Canadian Citizens. NSOI operates under the federal Immigration Refugees and Protection Act and Regulations. Administrative update: November 2, 2017 Page 3 of 4

130 Chapter 2: Organization and Responsibilities Office of Immigration Page 4 of 4

131 Chapter 2: Organization and Responsibilities Office of Service Nova Scotia Office of Service Nova Scotia Vision Service Nova Scotia is a recognized leader in service and public protection that delivers trusted, accessible, modern programs, and contributes to Nova Scotia as a safe and desirable place to live, work and do business. Mission Service Nova Scotia designs and delivers programs and services to meet the needs of our clients and the public good through a culture of excellence. Responsibilities Service Nova Scotia is led by the Chief Executive Officer who provides overall management and coordination of the activities and responsibilities of the department. Service Nova Scotia is divided into two branches (Client Experience Branch and Program Modernization Branch) and the Strategy and Corporate Services Division. The Program Modernization Branch reports to the CEO through an Associate Deputy Minister. PROGRAM MODERNIZATION BRANCH The Program Modernization Branch of Service Nova Scotia has responsibility for all program areas assigned to Service Nova Scotia. The Branch is organized into three divisions: Registries, which includes the Land Registry, Vital Statistics and the Registry of Joint Stocks; Business and Consumer Services, which includes Consumer Protection, Residential Tenancies and Business Licensing; Alcohol, Gaming, Fuel and Tobacco, which includes administration of the Liquor Control Act and compliance under the Revenue Act as it relates to fuel and tobacco taxes. Programs and Services Audit and Enforcement Tobacco, Fuel and Corporate Capital Tax Business Programs Condominium Registry Consumer and Business Policy Gaming Control and Registration Land Programs Page 1 of 4

132 Chapter 2: Organization and Responsibilities Office of Service Nova Scotia Liquor Licensing and Compliance Lobbyist Registry Nova Scotia Business Registry Petroleum Product Pricing Personal Property Registry Registry of Joint Stocks Registry of Motor Vehicles Residential Tenancies Smoke Free Places Compliance Tax Commissioner s Office Vital Statistics CLIENT EXPERIENCE Client Experience is responsible for delivering programs and services to Nova Scotians through its four interactive channels, Digital, In-Person, Mail and Phone. The Branch is organized into three divisions, providing process and administrative support and accountability for each channel: In-Person Services; Customer Contact and Collection Services; and Digital Services. Programs and Services Digital Services through the online channel Client Relations and Operations Support across channels Managing offices in Eastern and Cape Breton Region Managing offices in Metro and North Region Managing offices in Southwest Region Contact Centre Fulfillment services for the Business Registry Corporate Collections STRATEGY AND CORPORATE SERVICES Strategy and Corporate Services leads office-wide planning and provides strategic business services such as risk management, quality assurance, FOIPOP Administration, Occupational Health and Safety (OHS) and facilities management, as well as operational responsibility for the Office s electronic infrastructure, business planning and project management. Page 2 of 4

133 Chapter 2: Organization and Responsibilities Office of Service Nova Scotia Programs and Services Corporate Services Transformation Strategy and Performance Management Acts Administered by the Office of Service Nova Scotia Business Electronic Filing Act Cemetery and Funeral Services Act Change of Name Act Collection Agencies Act Communities Interest Companies Act Companies Act Condominium Act Consumer Creditors Conduct Act Consumer Protection Act Consumer Reporting Act Consumer Services Act Co-operative Association Act Corporations Registrations Act Direct Sellers Regulation Act Embalmers and Funeral Directors Act Land Registration Act Limited Partnerships Act Lobbyists Registration Act Marketable Titles Act Mortgage Brokers and Lenders Registration Act Partnership Act Partnerships & Business Names Registration Act Personal Property Security Act Private Investment Holding Companies Act Public Sector Lobbyists Act Real Estate Appraisers Act Real Estate Trading Act Registry Act Residential Tenancies Act Rental Property Conversion Act Page 3 of 4

134 Chapter 2: Organization and Responsibilities Office of Service Nova Scotia Rent Review Act Securities Transfer Act Societies Act Solemnization of Marriage Act Theaters and Amusements Act Unconscionable Transaction Relief Act Vital Statistics Act Other Acts Administered by the Office of Service Nova Scotia in cooperation or on behalf of other Departments Corporation Capital Tax Act Gaming Control Act Liquor Control Act Motor Vehicle Act Petroleum Products Pricing Act Revenue Act Sales Tax Act Smoke Free Places Act Administrative update: November 17, 2017 Page 4 of 4

135 Chapter 3: Submissions to Executive Council

136

137 Table of Contents Table of Contents Chapter 3: Submissions to Executive Council 3.1 Introduction... 1 of Developing and Submitting Your Proposal... 1 of Report and Recommendation to the Executive Council... 1 of Memorandum to Executive Council... 1 of Receipt and Review of Proposals... 1 of Decisions of Executive Council... 1 of General Formatting Instructions and Timelines... 1 of Glossary of Terms... 1 of 6 Appendices... 1 of 52 TOC-1

138 Table of Contents TOC-2

139 Chapter 3: Submissions to Executive Council 3.1 Introduction 3.1 Introduction Purpose of the Procedures Guide This guide explains the process for preparing and submitting proposals to Executive Council and/or its committees including how proposals are to be prepared, whether to use a Report and Recommendation to Executive Council (R&R) or a Memorandum to Executive Council, requirements for supporting documents, the submission process, timelines, central agency review, and the decision process. Decision-making Powers of the Executive Branch of Government The Executive Branch of government is generally referred to as the government. 1 Technically, the word government means the Lieutenant Governor, acting by and with the advice of the Executive Council, correctly referred to as the Governor in Council. The Executive Council exercises the formal executive powers of the Crown. Its formal actions are those of the Governor in Council (the Executive Council acting with the advice and consent of the Lieutenant Governor) and its recorded decisions are Orders in Council (an Order of the Lieutenant Governor acting by and with the advice of the Executive Council). Executive Council, also known as Cabinet, may do only those things that are permitted by the House of Assembly 2 through legislation and, to a much lesser extent, those things that are permitted by way of prerogative power, such as making appointments. Executive Council makes key policy decisions, including: proposals for spending, taxing, and borrowing directing the administration and delivery of government programs proposing new legislation or amendments to existing legislation These decisions, however, are subject to debate and vote by the Legislative Assembly. Subject to law, the Executive Council is free to organize the activities of the government in the manner best suited to attain its objectives, bearing in mind that the resulting actions should not run contrary to the general wishes of the electorate. 1 For more information on the Organization and Responsibilities of the Nova Scotia Government, see #100, Chapter 2. 2 For information on how the House of Legislative Assembly operates, see The Nova Scotia Legislature: An Overview of Its Practices and Procedures, December Information respecting the House of Assembly is available on the website at < Page 1 of 4

140 Chapter 3: Submissions to Executive Council 3.1 Introduction EXECUTIVE COUNCIL PROTOCOL Executive Council, comprised of the Premier and ministers, is the decision-making authority of the Executive Branch of the. Executive Council is usually chaired by the Premier. Discussions of the Executive Council are made by concensus and are confidential. The chair has several options in dealing with an agenda item declare it approved, approved with conditions, stood for the next meeting, referred to an Executive Council committee, or withdrawn. Key support staff present at Executive Council meetings include: the Secretary/Clerk to the Executive Council/Deputy Minister of the Office of the Premier/ Deputy Minister of Treasury and Policy Board, the Deputy Minister of Planning and Priorities, the Executive Director of the Executive Council Office, the Premier s Chief of Staff, the Premier s Senior Policy Advisor, and the Premier s Director of Communications. As well, senior departmental officials are sometimes invited to give presentations to Executive Council. While support staff may answer questions, they are not involved in the discussions or final decisions. The decision-making process does not formally involve government backbench members. However, the Premier may ask that caucus members be consulted on appropriate matters before Executive Council makes a decision. Caucus members may take part in Executive Council committees. COMMITTEES OF THE EXECUTIVE COUNCIL There are currently three committees of Executive Council: Treasury and Policy Board Program Review Committee Government Priorities and Legislation Committee (See Chapter 2, Government in Nova Scotia, for a full description.) All matters and things coming before the committees of Executive Council are subject to confidentiality to the extent that they would be if they came before the Executive Council. Page 2 of 4

141 Chapter 3: Submissions to Executive Council 3.1 Introduction The Premier and Deputy Premier are ex-officio members of all Committees of the Executive Council. The Chief of Staff to the Premier, the Senior Policy Advisor to the Premier, the Director of Communications to the Premier, the Deputy Minister to the Office of the Premier/Secretary and Clerk of the Executive Council, the Deputy Minister of Treasury and Policy Board, the Deputy Minister of the Office of Planning and Priorities and the Executive Director of Executive Council Office are ex-officio staff members of the Executive Council. Enquiries Manager, Executive Council Office (902) Administrative update: November 2, 2015 Page 3 of 4

142 Chapter 3: Submissions to Executive Council 3.1 Introduction Page 4 of 4

143 Chapter 3: Submissions to Executive Council 3.2 Developing and Submitting Your Proposal 3.2 Developing and Submitting Your Proposal WHO IS INVOLVED IN THE PROCESS Proposals may emanate from any branch or division within a department. DEPARTMENTAL POLICY UNIT Proposals should be prepared in conjunction with departmental policy staff. This ensures that submission procedures are properly followed and all policy issues are identified. DEPARTMENTAL COMMUNICATIONS STAFF Department communications staff should be informed of the possibility of moving forward with a proposal to Executive Council and/or its committees at the earliest possible stage. These early discussions identify important issues and will help to ensure accuracy and timeliness in the preparation of the required communications documentation. The communications plan (Appendix 3-B or Appendix 3-E) must accompany each submission to Executive Council and must be prepared by the department s communications staff. The department communications staff must also seek final approval of the communications plan from the appropriate Communications Nova Scotia managing director. DEPARTMENT SOLICITOR The solicitor reviews proposals for legal implications. The solicitor, working closely with department staff, assist in preparing the Report and Recommendation to Executive Council (R&R, Appendix 3-C) under statutory authority and signs the R&R signifying approval as to form and authority. FINANCE DIRECTOR Proposals should be prepared in conjunction with the Department of Finance and Treasury Board s Directors of Finance to ensure that the financial implications and the source of funding are identified. In the submission (R&R or Memorandum to Executive Council), departments are required to identify whether the funds for the proposal are in the budget, and if the proposal is not specifically covered in the budget, then there must be a statement describing the manner in which the department plans to fund the initiative. All R&Rs and Memoranda to Executive Council (Appendix Page 1 of 3

144 Chapter 3: Submissions to Executive Council 3.2 Developing and Submitting Your Proposal 3-D) require a signature of the Director of Finance or other senior financial staff. Submissions will not be considered by the Executive Council and/or its committees without this signoff. HUMAN RESOURCES (HR) Proposals should be reviewed with your HR consultant to determine HR implications. INFORMATION TECHNOLOGY (IT) Proposals should be reviewed with your IT consultant to determine IT implications. WORKING WITH THE DEPARTMENT OF FINANCE AND TREASURY BOARD Consult with the Department of Finance and Treasury Board analysts on the following issues before forwarding items to the Executive Council Office: capital items approval for transactions containing net debt obligations (see below) financial statements new department program spending lease arrangements loan arrangements/guarantees pension/ltd/psa capital market activities investing activities cash management banking arrangements credit rating agencies analysts and investors tax policy revenue (including user fees) APPROVAL FOR TRANSACTIONS CONTAINING NET DEBT OBLIGATIONS Section 77 of the Finance Act requires Governor in Council approval to enter into a net debt obligation. Departments must send the original R&R to the Policy and Advisory Services, Department of Finance and Treasury Board where the recommendation setting out the terms and conditions of, the reasons for, and the request for an authorization to enter into the net debt obligation is presented to the Minister of Finance and Treasury Board. Upon receipt of such recommendation, the Minister shall forward the R&R and Section 77 report to the Executive Council Office for Governor in Council consideration. Approval will result in an Order in Council (OIC, Appendix 3-F). Page 2 of 3

145 Chapter 3: Submissions to Executive Council 3.2 Developing and Submitting Your Proposal WORKING WITH THE DEPARTMENT OF INTERGOVERNMENTAL AFFAIRS A member of Executive Council must have Governor in Council approval before entering into an agreement with the Government of Canada or the government of a province or agency thereof. (See Public Service Act, s.6.) This does not apply in those cases where legislation provides the Minister with specific authority to enter into specific agreements, e.g., Environment Act s.47(1) respecting authority to enter into agreement for joint environmental assessment processes. Before submitting a proposal to Executive Council that has intergovernmental implications (federal or other provincial and territorial governments not municipal or Aboriginal governments), departments must consult with the Department of Intergovernmental Affairs. The outcome of the consultation must be documented in the formal submission (R&R or Memorandum) to Executive Council. If the subject of the document does not affect or involve the relationships, responsibilities, programs, or policies of the federal or other provincial and territorial governments, please indicate. If the subject may have different impacts on different government levels or different governments, please specify what these may be. A check-list has been developed to assist departments in assessing whether to propose to Executive Council to enter into an agreement with the Government of Canada or the government of a province or agency thereof. This check-list is not an Executive Council requirement but rather a tool for departments. (See Appendix 3-G). Enquiries Manager, Executive Council Office (902) Administrative update: November 2, 2015 Page 3 of 3

146 Chapter 3: Submissions to Executive Council 3.2 Developing and Submitting Your Proposal Page 4 of 4

147 Chapter 3: Submissions to Executive Council 3.3 Report and Recommendation to the Executive Council 3.3 Report and Recommendation to Executive Council Matters delegated by the Legislature in statutes to the Governor in Council (Lieutenant Governor acting with the advice of Executive Council) are documented and submitted to the Executive Council office by the responsible minister in a Report and Recommendation to the Executive Council, commonly referred to as an R&R (See Appendix 3-C). An R&R is required to effect an Order in Council (OIC, Appendix 3-F). The R&R should be prepared by the department officials who are familiar with the subject matter and understand the legislation being relied upon for authority to recommend a particular course of action to the Executive Council. There must be legislative authority cited in the R&R for the action being recommended; only rarely will there be some precedent for the use of a prerogative power or authority. The final section of the R&R should contain the recommendation for the Governor in Council, leading to the exact Form of Order being requested. For example: The Governor in Council on the report and recommendation of the Minister of dated, 20, and pursuant to Section of Chapter of the Revised Statutes of Nova Scotia, 1989, the Act, is pleased to... (insert appropriate wording for appointment requested, including name, term, remuneration, and any other relevant information)...effective, 20. If a particular effective date is requested, it should be included in the Form of Order. If the effective date is to be the date of the Order, the effective date should be noted as Date of Order. The completed R&R must be approved by the department solicitor as to form and legal authority following corporate approval by the department. Any additional legal schedules and any other legal forms should also be drafted by the solicitor with support of department staff. The deputy head will initial the R&R next to his or her name on the first page of the document, signifying deputy head the accuracy of the facts and approval for the proposal to move forward to the minister responsible. Page 1 of 6

148 Chapter 3: Submissions to Executive Council 3.3 Report and Recommendation to the Executive Council The minister will sign and date the R&R in the spaces provided on the last page of the R&R. Supporting documentation must be prepared and attached to the R&R. At this point the R&R is ready to leave the submitting department and be forwarded to Executive Council Office. The signed R&R is forwarded to the Executive Council Office, where it is logged and forwarded to the respective Cabinet Advisor and Department of Finance and Treasury Board (FTB) analyst for analysis before it is submitted to Executive Council and/or its committees for consideration. After consideration by the Executive Council, the R&R is returned to the Clerk of the Executive Council, who prepares the Order In Council (OIC) for signature by the Lieutenant Governor, confirming the decision of Executive Council. SUPPORTING DOCUMENTS Communications Plan (Appendix 3-B or Appendix 3-E) Communications Plan Communications plans (Appendix 3-B or Appendix 3-E) are intended to provide ministers with information on the communications impact of the request to be considered and must accompany all submissions to Executive Council and/or its committees. The communications plan is prepared by department communications staff based on discussions with department staff and a review of the draft R&R. The communications plan requires approval by the appropriate Communications Nova Scotia (CNS) managing director, the deputy head, and minister. FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY (FOIPOP) All government information is subject to the Freedom of Information and Protection of Privacy (FOIPOP) Act. There are some limited and specified exemptions to the rights of access (see Appendix 3-L). Care must be taken in the way in which information is formatted. Background sections of Executive Council documents should contain factual information only. They should not contain information that would a) reveal the substance of deliberations of Executive Council or any of its committees; and/or b) reveal advice and recommendations. Page 2 of 6

149 Chapter 3: Submissions to Executive Council 3.3 Report and Recommendation to the Executive Council Report and Recommendations Requesting Regulations The solicitor, on behalf of the Minister of Justice, will sign the R&R to approve the form and to approve statutory authority being relied upon in requesting the Governor in Council to act. The Registrar of Regulations will sign the R&R approving the regulations if they are in the form required by the registrar (to ensure consistent drafting form for regulations.) The registrar returns the R&R to the department/solicitor. The deputy head will initial the R&R next to his or her name on the first page of the document, signifying deputy head the accuracy of the facts and approval for the proposal to move forward to the minister responsible. The minister will sign and date the R&R in the spaces provided on the last page of the R&R. Supporting documentation must be prepared and attached to the R&R. At this point the R&R is ready to leave the submitting department and be forwarded to Executive Council Office. (See Appendix 3-H, How Regulations are Prepared.) SUPPORTING DOCUMENTS Draft regulations Regulations Analysis Form (Appendix 3-I) Regulations (Red Tape Reduction) Criteria Checklist (Appendix 3-J) Communications Plan (Appendix 3-B or Appendix 3-E) Regulations Analysis Form A Regulations Analysis Form (Appendix 3-I) must accompany the R&R when it pertains to adding, amending, or repealing regulations. This form compares the proposed regulations to the current regulations section by section. The Regulations Analysis Form provides Executive Council with the before and after implications of the amendments. Regulations (Red Tape Reduction) Criteria Checklist For amendments to regulations or to propose new regulations, the Regulations (Red Tape Reduction) Criteria Checklist (Appendix 3-J) must accompany the draft regulations and be attached to the Regulation Analysis Form. The checklist is designed as a tool to assist departments as they are developing new regulations and for the ongoing review of regulations that impact business. It should cause departments to conduct rigorous policy assessment that includes consideration of the impacts and benefits of the proposal. The criteria checklist is not required for minor changes that do not reflect policy changes, e.g., housekeeping measures. Page 3 of 6

150 Chapter 3: Submissions to Executive Council 3.3 Report and Recommendation to the Executive Council Report and Recommendation/Ministerial Appointment Form Requesting an Appointment to an Agency, Board, or Commission (ABC) NON-ADJUDICATIVE ABCS An R&R (Appendix 3-T) or Ministerial Appointment form (Appendix 3-M), requesting an appointment requiring the approval of the House of Assembly Standing Committee on Human Resources, must have attached to it a completed Form A (Appendix 3-N) and a Standing Committee on Human Resources Guidelines Form (Appendix 3-O). A communication plan (Appendix 3-B) is also required. All pertinent circumstances that make the request necessary should be recorded in the R&R or Ministerial Appointment form. This includes the name and county of the potential appointee and whether the appointee was nominated by a particular stakeholder group or is to be appointed due to his/her civil service position, etc. It also includes whether the appointment is a re-appointment, the relevant dates regarding the expiry of the previous appointment, the term of the new appointment, and the rationale for the length of term. SUPPORTING DOCUMENTS Form A (Appendix 3-N) Standing Committee on Human Resources Guidelines (Appendix 3-O) Communications Plan (Appendix 3-B or Appendix 3-E) Applicant s cover letter and resume Form A The Form A (Appendix 3-N) must be submitted on 8 1/2 X 11 paper with an R&R or Ministerial Appointment for appointments to ABCs that must be considered by the House of Assembly Standing Committee on Human Resources. This form provides background information on the potential appointee and the ABC. According to the Rules and Forms of Procedure of the House of Assembly, appointments to ABCs and ministerial appointments are reviewed by the Human Resources Committee with some exceptions as described in the Rules. Standing Committee on Human Resources Guidelines For those appointments that must be approved by the House of Assembly Standing Committee on Human Resources, the Human Resources Guidelines (Appendix 3-O) must be submitted on 8 1/2 X 11 paper. The form must be fully completed and n/a cannot be used as an answer to any question. All applications must include a resume. Page 4 of 6

151 Chapter 3: Submissions to Executive Council 3.3 Report and Recommendation to the Executive Council When an appointment requiring approval of the House of Assembly Standing Committee on Human Resources is approved by Executive Council, the Clerk of the Executive Council signs and dates the Form A indicating Executive Council Approval and forwards the original Form A, the Human Resources Guidelines form, and applicant s cover letter and resume to the House of Assembly Standing Committee on Human Resources. The standing committee has jurisdiction to approve or not approve the candidate(s) recommended for appointment. When the standing committee approves a candidate for appointment, the chair of the standing committee signs Form A indicating approval and returns all original documents to the Clerk of the Executive Council. The Clerk will then (a) prepare the Order in Council requested by the R&R and process it for signature by the Lieutenant Governor, or (b) a Ministerial Appointment is prepared and forwarded to the Dpeartment for the Minister s signature. ADJUDICATIVE ABCS In the case of adjudicative boards, the R&R or Ministerial Appointment form should indicate that the appointee has been screened by the department s advisory committee on adjudicative boards, and only the short list of the most qualified applicants was considered by the minister. Enquiries Manager, Executive Council Office (902) Administrative update: November 2, 2015 Page 5 of 6

152 Chapter 3: Submissions to Executive Council 3.3 Report and Recommendation to the Executive Council Page 6 of 6

153 Chapter 3: Submissions to Executive Council 3.4 Memorandum to Executive Council 3.4 Memorandum to Executive Council Proposals requiring policy decisions, but not requiring an Order in Council (OIC, Appendix 3-F) of the Governor in Council, are documented and submitted to the Executive Council Office by the responsible minister in a Memorandum to Executive Council (see Appendix 3-D). A Memorandum to Executive Council is used to seek approval for all significant policy decisions in government such as: major corporate policy major reorganization, restructuring business process re-engineering new programs (even if approved in budget) personal service contracts (if Treasury and Policy Board or Executive Council approval is required) corporate administrative policies and procedures Memoranda to Executive Council should be prepared by the department officials who are familiar with the subject of the proposal. (See Chapter 3.2 Developing and Submitting Your Proposal). The deputy head will initial the memorandum next to his or her name on the first page of the document, signifying the accuracy of the facts and approval for the proposal to move forward to the responsible minister. The minister will sign and date the memorandum in the spaces provided on the last page of the memorandum. Supporting documentation, including a communications plan (Appendix 3-B or Appendix 3-E), must be prepared and attached to the memorandum. The signed memorandum is forwarded to the Executive Council Office, where it is logged and forwarded to the respective Cabinet Advisor and Department of Finance and Treasury Board (FTB) analysts for analysis before it is submitted to Executive Council and/or its committees for consideration. After consideration by the Executive Council, the memorandum is returned to the Secretary to the Executive Council, who prepares a Minute Letter, addressed to the responsible minister, confirming consideration of the matter and the decision of Executive Council or its committee. Page 1 of 2

154 Chapter 3: Submissions to Executive Council 3.4 Memoradum to Executive Council SUPPORTING DOCUMENTS Communications Plan (Appendix 3-B or Appendix 3-E) Communications Plan Communications plans (Appendix 3-B or Appendix 3-E) are intended to provide ministers with information on the communications impact of the request to be considered and must accompany all submissions to Executive Council and/ or its committees. The communications plan is prepared by department communications staff based on discussions with department staff and a review of the draft memorandum. The communications plan requires approval by the appropriate Communications Nova Scotia (CNS) managing director, the deputy minister, and minister. FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY (FOIPOP) All government information is subject to the Freedom of Information and Protection of Privacy (FOIPOP) Act. There are some limited and specified exemptions to the rights of access (see Appendix 3-L). Care must be taken in the way in which information is formatted. Background sections of Executive Council documents should contain factual information only. They should not contain information that would a) reveal the substance of deliberations of Executive Council or any of its committees; and/or b) reveal advice and recommendations. Enquiries Manager, Executive Council Office (902) Administrative update: November 2, 2015 Page 2 of 2

155 Chapter 3: Submissions to Executive Council 3.5 Receipt and Review of Proposals 3.5 Receipt and Review of Proposals Upon signature by the minister, proposals are forwarded to the Executive Council Office (ECO). ECO reviews the submission for proper legal authority, logs the submission and forwards it to the Cabinet Advisor and Department of Finance and Treasury Board (FTB) analysts for staff analysis. Working with your Analysts The analysts assess the proposal against a series of criteria including the following: consistency with government s framework of strategic priorities consistency with the corporate agenda the effectiveness of the recommended option in addressing the problem/ opportunity cost/benefits financial/budgetary implications human resources/information technology implications legal/legislative/jurisdictional/environmental ramifications impact on stakeholders public perceptions implementation issues, timing consideration of other options The process works best when there is a good working relationship between the department and the analysts. The analysts should be kept informed of important issues on the horizon for the department. This could involve such mechanisms as periodic attendance at departmental senior management meetings and bi-weekly scheduled meetings of senior staff from the Executive Council Office, Department of Finance and Treasury Board and Office of Planning and Priorities. It is also highly recommended that proposals to Executive Council and/or its committees on major issues are forwarded to the assigned Cabinet Advisor and FTB analyst while in draft form. This helps to streamline the process. Assignments of analysts will change periodically and the offices will forward updates to departments as necessary. Page 1 of 4

156 Chapter 3: Submissions to Executive Council 3.5 Receipt and Review of Proposals The Managing Director of CNS and the assigned analysts will review the communications plan (Appendix 3-B or Appendix 3-E) submitted with the proposal. The analysts may also consult with the Department of Finance and Treasury Board s Director of Finance if additional clarification is required on financial issues. Analysts may also consult other departments and central agencies as necessary. Finally, the analysts will complete their Staff Assessment (Appendix 3-Q). The staff assessment concludes with the analysts recommendation. If the analysts are recommending changes, or not recommending the department s proposal, the analyst will advise the department staff who prepared the proposal and the deputy head. Before this takes place, the analysts will make every effort to work with the department to provide advice and guidance on preparation of the proposal and will attempt to come to a mutual understanding and possible resolution of any outstanding issues. The assigned analysts are responsible for updating the department on the status of a submission, including advice regarding whether and when a proposal is ready to be forwarded to Executive Council and/or its committees. Executive Council Requirements Submissions to Executive Council, complete with all supporting documentation, should be submitted to ECO at least three weeks in advance of when the department requires a decision of the Executive Council or its committees. This ensures sufficient time for analysis, briefings and administration. For very detailed, complicated, or pressing issues, a presentation to Executive Council or its committees may be required. If it is determined that a presentation will be made, the Cabinet Advisor or member of ECO staff will confirm this with the department staff and the deputy minister. The presentation will generally be made by the department s deputy head with one or two other senior officials present to assist. A copy of the presentation must be submitted to the Manager, Executive Council Office electronically at least two weeks before the scheduled presentation. It then becomes part of the official documentation. Presentations should be limited to no more than ten minutes, after which there may be a question period. Page 2 of 4

157 Chapter 3: Submissions to Executive Council 3.5 Receipt and Review of Proposals The presentation should be succinct and contain all of the following: a statement of the issue/problem to be addressed a summary of the background key issues/challenges financial implications human resources and information technology implications stakeholder concerns alternatives/options a recommended option implementation plan and timelines Enquiries Manager, Executive Council Office (902) Administrative update: November 2, 2015 Page 3 of 4

158 Chapter 3: Submissions to Executive Council 3.5 Receipt and Review of Proposals Page 4 of 4

159 Chapter 3: Submissions to Executive Council 3.6 Decisions of Executive Council 3.6 Decisions of Executive Council Decision Process on Report and Recommendation A Report and Recommendation (R&R, Appendix 3-C) approved by the Executive Council is evidenced by the initials of the Clerk of the Executive Council and the date on which it was approved. Matters which are stood will remain on the agenda until they are either approved or withdrawn. An R&R which has been withdrawn from the Executive Council or committee agenda will remain at the Executive Council Council Office as part of the official record, but a letter will be sent to the Minister indicating the submission has been withdrawn. With respect to an R&R approved by the Executive Council, the Clerk of the Executive Council will prepare the requested Order in Council for signature of the Lieutenant Governor. In the absence of the Lieutenant Governor the Administrator of the (currently the Chief Justice of Nova Scotia), as provided by Section 67 of the Constitution Act, 1867, will sign such Order. Decision Process on Proposed Regulations Once the regulations have been made or approved by the Governor in Council, the Order in Council (OIC, Appendix 3-F), the regulations, and, if applicable, the Order of the minister or regulation-making body are returned to the Registrar of Regulations for filing and publication in the next issue of the Royal Gazette Part II. Decision Process on Proposed Appointments to an Agency, Board, or Commission (ABC) Upon approval by the Executive Council, the R&R or Ministerial Appointment form and Form A is signed and dated by the Clerk of the Executive Council, indicating Executive Council approval of the requested appointment. The Clerk of the Executive Council will separate the Form A and Human Resources Guidelines form (Appendix 3-O) from the R&R and forward them along with the applicant s cover letter and resume to the House of Assembly Standing Committee on Human Resources for its consideration of the names of the candidates for an appointment pursuant to Rule 60 of the Rules and Forms of Procedure of the House of Assembly. The committee has jurisdiction to approve or not approve the names of the candidates for appointment. Page 1 of 4

160 Chapter 3: Submissions to Executive Council 3.6 Decisions of Executive Council When the committee approves a candidate for appointment, the chair of the committee signs the Form A, indicating the committee s approval and returns the Form A to the Clerk of the Executive Council. Upon receipt, the clerk prepares the Order requested in the R&R and processes it for signature by the Lieutenant Governor or Administrator, as described above. If the appointment is made by a Ministerial Appointment, a Ministerial Appointment is prepared by the Clerk of the Executive Council and forwarded to the responsible department for signature by the Minister. If the Standing Committee on Human Resources does not approve a candidate for appointment, the chair of the Committee stamps the Form A NOT APPROVED and returns it to the Clerk of the Executive Council who, in turn, returns the entire submission to the responsible Minister. Note: Although ministerial appointments do not require Executive Council approval, departments submit them for information purposes. Decision Process on Memorandum to Executive Council After the Executive Council or its committees consider a memorandum, the Secretary to the Executive Council prepares a Minute letter to reflect decisions taken by Executive Council or its committees. The Minute letter indicates one of the following decisions was taken: approved approved with conditions, which are detailed withdrawn stood, in which case further instruction could be provided to the submitting department referred to an Executive Council committee direction provided All Minute letters are addressed to the responsible minister and a copy sent to the deputy head of the submitting department(s). Enquiries Manager, Executive Council Office (902) Page 2 of 4

161 Chapter 3: Submissions to Executive Council 3.6 Decisions of Executive Council Administrative update: November 2, 2015 Page 3 of 4

162 Chapter 3: Submissions to Executive Council 3.6 Decisions of Executive Council Page 4 of 4

163 Chapter 3: Submissions to Executive Council 3.7 General Formatting Instructions and Timelines 3.7 General Formatting Instructions and Timelines General Formatting Rules for All R&Rs, Memoranda, Ministerial Appointment Forms, and Supporting Documents All R&Rs, Memoranda, Ministerial Appointment forms and all supporting documentation including communications plans must be on 8½ X14 paper (legal size) and single sided. The exception to this rule include Form A s, Standing Committee on Human Resource Guidelines and Regulations which should be on 8½ X11 paper (letter size). Arial font should be used The titles of the proposals should be in Arial 14 The main part of the proposals and related attachments should be in Arial 11 Margins may be adjusted as required The overall length of the proposal is dependent on the complexity of the issue/ action. The proposal should provide substantive information to clearly describe the issue/action to Executive Council and allow Executive Council to make an informed decision. At the same time, information should be presented concisely. Timeline Submissions to Executive Council, complete with all supporting documentation, should be sumbitted to ECO at least three weeks in advance of when the department requires a decision of the Executive Council or its committees. This ensures sufficient time for analysis, briefings, and preparation time. There may be extenuating circumstances that require the review to be expedited and all participants involved will attempt to accommodate this requirement. Page 1 of 2

164 Chapter 3: Submissions to Executive Council 3.7 General Formatting Instructions and Timelines Appendices Appendix 3-A Appendix 3-B Appendix 3-C Appendix 3-D Appendix 3-E Appendix 3-F Appendix 3-G Appendix 3-H Appendix 3-I Appendix 3-J How Legislation is Prepared and Enacted Communications Plan (Corporate Priority) Report and Recommendation to Executive Council Memorandum to Executive Council Communications Plan (Standard) Sample Order in Council Intergovernmental Agreements Assessment Checklist How Regulations are Prepared Regulations Analysis Form Regulations (Red Tape Reduction) Criteria Checklist Appendix 3-K R&R - Section 6, 77, and 78 Appendix 3-L Appendix 3-M Appendix 3-N Appendix 3-O Appendix 3-P Appendix 3-Q Appendix 3-R Appendix 3-S Appendix 3-T Intent of the Freedom of Information and Protection of Privacy Act Ministerial Appointment Form Form A Standing Committee on Human Resources Guidelines Transaction Guide Enquiries Manager, Executive Council Office (902) Executive Council Staff Assessment Template for Corporate Administrative Policy Submissions Memorandum to Executive Council - Request for Legislation R&R - Appointments to Agencies, Boards or Commissions Administrative update: October 7, 2016 Page 2 of 2

165 Chapter 3: Submissions to Executive Council 3.8 Glossary of Terms 3.8 Glossary of Terms ADJUDICATIVE BOARD An adjudicative board is an agency, board, or commission that has quasi-judicial functions. These functions include taking evidence, making findings of fact and law, and making decisions that can affect a person s liberty, security, or legal rights. There are over 30 adjudicative boards ranging from the Regional Assessment Appeal Board to the Psychiatric Facilities Review Board. AGENCIES, BOARDS, AND COMMISSIONS Organizations designated as an agency, board, or commission (ABC) by their enabling legislation or by Order in Council. CABINET The common name used in place of Executive Council. CABINET MINISTERS Members from the governing party, as selected by the Premier, make up Cabinet. Each minister is responsible for a portfolio or department, agency, board, or commission, and participates in making government policy decisions. Ministers are responsible in law and accountable to the legislature for certain actions taken in departments. CAUCUS The group of elected MLA s belonging to a political party. A closed meeting of the members of a political party within a legislative body to decide upon questions of policy and the selection of candidates for office. CCRA Canada Customs Revenue Agency CHST Canada Health and Social Transfer CLERK OF EXECUTIVE COUNCIL Person appointed to ensure that submissions to Executive Council meet legal requirements, prepares, and processes Orders in Council and works with departments on Executive Council matters. Page 1 of 6

166 Chapter 3: Submissions to Executive Council 3.8 Glossary of Terms COMMUNICATIONS PLAN A document intended to provide ministers with information on the communications impact of a request being considered. CROWN CORPORATION A body corporate with legal power and capacity to carry on an industrial, financial or other commercial enterprise. These organizations are designated as Crown corporations by their enabling legislation, by Order in Council, or by application of the criteria established under Section 71 of the Finance Act. DEPUTY HEAD Deputy head means the deputy of the member of the Executive Council presiding over a department and all others whom the Governor in Council from time to time designates as having the status of deputy head. DEPUTY MINISTERS Deputy ministers are appointed by Order in Council as the chief administrative officers of departments who work under the direction of the Minister and who perform duties assigned by the Governor in Council. The deputy minister is responsible for managing the day-to-day operations of the department as well as administering a department composed of non-partisan professional civil servants who carry out the policies and programs of government. DEPUTY MINISTER TO THE PREMIER The Deputy Minister to the Premier assists the government in defining its objectives and priorities, oversees the development of policies consistent with these priorities, and acts as a liaison on these matters with government departments. This deputy minister is the Head of the Public Service and serves as a formal link between Executive and the public service. (See also Head of the Public Service.) EXECUTIVE BRANCH Generally referred to as government. EXECUTIVE COUNCIL The decision-making authority of the Executive Branch of the Government of Nova Scotia. Also known as Cabinet. Page 2 of 6

167 Chapter 3: Submissions to Executive Council 3.8 Glossary of Terms EXECUTIVE COUNCIL OFFICE The Executive Council Office is the Cabinet secretariat reporting directly to the Premier and Cabinet. (Also see definitions for Clerk of the Executive Council and Secretary to the Executive Council) FORM A Form A is authorized by the Terms of Reference for the Human Resources Committee of the House of Assembly. This form clarifies the background and qualifications of each individual proposed to be appointed to an agency, board, or commission. (This form must always be submitted on 8½ X11 paper). GOVERNOR IN COUNCIL The Executive Council acting with the advice and consent of the Lieutenant Governor. HEAD OF THE PUBLIC SERVICE The Deputy Minister to the Premier is also the Head of the Public Service. This person provides leasership of the public service and oversees and evaluates the work of all deputies. HOUSE OF ASSEMBLY Those elected members who sit in the legislative chamber in Province House. The members of the House of Assembly (MLAs) are elected at a provincial general election. LIEUTENANT GOVERNOR The Lieutenant Governor is the Queen s representative in Nova Scotia. The Lieutenant Governor gives Royal Assent to all bills passed by the Legislature before they become law, and also signs other official documents, such as proclamations, land patents, appointments of persons to government posts, including deputy ministers, provincial judges, members of agencies, boards, and commissions, and crown attorneys. At the opening of a Session of the Legislature, the Lieutenant Governor reads the Speech from the Throne. Discretionary powers of the office also include the finding and appointment of a First Minister (the Premier), and the swearing in of the members of the Cabinet the Ministers of the Crown. Page 3 of 6

168 Chapter 3: Submissions to Executive Council 3.8 Glossary of Terms MEMORANDUM TO EXECUTIVE COUNCIL A Cabinet document which sets out proposals requiring policy decisions, but not requiring an Order in Council of the Governor in Council. This item does not generate a public document. Upon approval of a Memorandum to Executive Council, a Minute Letter is addressed to the Minister who presented the document to Cabinet or its committees for its consideration with a copy to the Deputy Minister. MINISTERS Members of the Executive Council appointed to preside over a department pursuant to the Public Service Act. MINISTERIAL APPOINTMENT FORM A Cabinet document used to appoint a person to a Ministerial board by the Minister responsible. A Ministerial board is one in which a Minister has sole authority for appointing persons to that board. There is not a formal, public document generated as a result of a Ministerial Appointment. Although not requiring Cabinet approval, the Ministerial Appointment does appear on the Cabinet Agenda as an information item only. ORDER IN COUNCIL An Order of the Lieutenant Governor acting by and with the advice of the Executive Council. An Order in Council is issued as a result of the approval of a Report and Recommendation. PLANNING AND PRIORITIES OFFICE Headed by the deputy minister, the office provides policy analysis to support Executive Council and its committees to fulfill the statutory responsibilities of a central government agency. PREROGATIVE POWER An exclusive right or privilege held by a person or group, especially a heritage or official right. PRO FORMA As a matter of, or according to, form. PROCLAMATION An official public announcement. PUBLIC SERVICE ENTITIES (PSE) Those government entities set forth in the Public Service Vote section of the Page 4 of 6

169 Chapter 3: Submissions to Executive Council 3.8 Glossary of Terms Provincial Estimates. REGISTRAR OF REGULATIONS The Registrar is under the control and direction of the Minister of Justice; and responsible for the recording, numbering and indexing of all regulations filed with him/ her and for the publication thereof in accordance with the Regulations Act. ( R.S., c. 393, s. 14.) REPORT AND RECOMMENDATION TO EXECUTIVE COUNCIL (R&R) A Cabinet document in which matters are presented to the Executive Council for their consideration. Upon approval, an Order in Council is issued authorizing the action requested in the Report and Recommendation. SECRETARY TO THE EXECUTIVE COUNCIL Person appointed to be responsible for establishing the agenda and the business of Executive Council and its committees. SPEECH FROM THE THRONE Delivered by Lieutenant Governor in a ceremonial opening of the House, the Speech from the Throne is written by the government and states the government s program in very general terms. (See The Nova Scotia Legislature - an Overview of its Procedures and Practices) STATUTE A law enacted by a legislative body and formally recorded in writing. Administrative update: November 2, 2015 Page 5 of 6

170 Chapter 3: Submissions to Executive Council 3.8 Glossary of Terms Page 6 of 6

171 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy 3.10 Self-regulated Professions Policy Policy Statement It is the policy of the Nova Scotia government to establish self-regulated professions only when self-regulation is determined to be in the best interests of the public. Definitions ADVISORY COMMITTEE ON SELF-REGULATION The interdepartmental working group established for purposes of developing and sharing knowledge and expertise respecting self-regulated professions or occupations, and providing advice to departments and, when requested, to Treasury and Policy Board. Terms of reference for the Advisory Group are set out in Schedule C to this Policy. GUIDE The document entitled Self-regulation in Nova Scotia: A Guide for Nova Scotia Government Departments attached as Schedule B. RESPONSIBLE DEPARTMENT The department that is asked to analyze a proposal for new or amended legislation respecting a self-regulated profession. RESPONSIBLE MINISTER The Minister responsible for the legislation governing a self-regulated profession. SELF-REGULATED PROFESSION An occupation or profession that has been authorized by government to regulate its own members. Policy Objectives The objectives of the policy are to ensure that Treasury and Policy Board receives complete, accurate and relevant information upon which to make decisions respecting self-regulated professions and to improve the quality and consistency of submissions requesting new or amended legislation. Page 1 of 10

172 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy Application The policy applies to any request for new legislation establishing a self-regulated profession, and any amendments to existing legislation governing a self-regulated profession. Policy Directives 1. In general, no request for legislation that would establish a new self-regulated profession may be submitted to Executive Council for approval until the responsible department is able to demonstrate that: a. There are substantial risks to individual clients and/or the public, which are not remote and cannot be addressed more efficiently and effectively through means other than self-regulation. b. The members of the profession have the capacity to self-regulate that is, i. they are sufficiently well-organized and have the financial and human resources needed to assume responsibility for self-regulation; ii. they have demonstrated a commitment to democratic principles, including principles of fundamental justice, in their dealings with one another, clients and the general public; and iii. they have demonstrated they are able to act collectively in the best interests of clients and the general public. c. The majority of the proposed members deliver services in circumstances where they cannot be effectively supervised by others, and clients are unable to assess the quality of services provided. d. There is a defined route of entry to the profession and a body of knowledge that could form the basis of practice standards. e. The anticipated benefits of establishing the new profession outweigh the negative impacts of doing so (including increased costs to consumers, government and other professions, reduced access to services, and barriers to labour mobility and immigration). f. The proposed legislation satisfies the requirements set out in Schedule A. g. The issues and recommendations set out in the Guide have been considered by the responsible department. 2. In general, no request to amend existing legislation in respect to a self-regulated profession may be submitted to Executive Council unless the responsible department is able to demonstrate that: Page 2 of 10

173 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy a. The proposed amendments will address substantial or pressing issues, and will enhance the profession s ability to regulate itself in the public interest. b. The anticipated benefits of making the amendments outweigh the negative impacts of doing so. c. The proposed amendments satisfy any requirements set out in Schedule A that relate to matters addressed by the amendments, provided that Executive Council may waive one or more requirements where the existing provisions, amended in the manner requested, would sufficiently support government s policy objectives in relation to those matters. d. The department has concluded a more comprehensive review of the existing statute is not needed at present, taking into account: i. The history of the existing legislation; ii. Whether the existing legislation is consistent with government s current policy objectives in respect to self-regulated professions; iii. Whether the profession has demonstrated a robust capacity and commitment to regulating itself in the public interest; and iv. The significance and urgency of the issues the proposed amendments are designed to address. Policy Guidelines Policy guidelines are set out in the Guide attached as Schedule B, which Guide may be revised from time to time with the approval of Treasury and Policy Board or the Clerk of Executive Council. Accountability Deputy Ministers are accountable for ensuring the requirements of the Policy have been met before a request for legislation is submitted to Executive Council for consideration. Monitoring Executive Council Office is responsible for monitoring implementation of the Policy, with input and advice from the Advisory Committee on Self-regulation. Page 3 of 10

174 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy Enquiries Executive Director, Operations Executive Council Office (902) Approval date: January 25, 2017 Effective date: January 25, 2017 Approved by: Treasury and Policy Board Administrative update: Page 4 of 10

175 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy Schedule A Requirements for New or Amended Legislation respecting Self-regulated Professions 1. The legislation clearly articulates a mandate for the profession and provides that the primary duty of the profession is to regulate itself in the public interest. 2. The proposed legislation establishes basic rules in respect to: a. The composition of the profession s governing body; b. The profession s scope of practice c. Registration requirements; d. Investigation and resolution of complaints; and e. Rights of review and appeal in respect to registration decisions and disciplinary processes. 3. The legislation complies with the requirements of the Fair Registration Practices Act and applicable trade agreements. 4. The legislation creates registration, complaints investigation and disciplinary procedures in compliance with principles of fundamental justice and the Canadian Charter or Rights and Freedoms. 5. The legislation provides that at least one third of all members of the governing board are public representatives appointed by government and at least one of those members serves on each statutory committee responsible for reviewing registration decisions or investigating or disciplining members. 6. The legislation creates appropriate mechanisms for ensuring accountability reporting to members of the profession, the responsible Minister and the general public. 7. The legislation is drafted in accordance with the following general principles: a. Legislation and regulations governing self-regulated professions should be drafted in accordance with the drafting conventions that apply to other sorts of legislation and regulations; Page 5 of 10

176 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy b. Powers may be distributed in various ways across legislation, regulation and bylaws, provided they are distributed in a manner that strikes a balance acceptable to government between granting the flexibility and autonomy professions need to regulate themselves effectively and furthering other key policy objectives (such as minimizing unnecessary regulation, and establishing an appropriate degree of transparency, stakeholder engagement and accountability to clients, members, government and the public); c. In the interest of transparency, matters of interest to those outside the profession (including government, the general public, potential members, employers and or clients/patients) should normally be dealt with in legislation or regulations made or approved by government rather than in by-laws; d. In general, only matters that are administrative in nature and internal to the profession should be dealt with in by-laws, and by-laws should be readily accessible to both members of the profession and the public; e. In determining whether a matter will be dealt with in legislation, regulations or by-laws, the department should consider the following questions: i. Whose interests may be affected? ii. Who needs ready access to the rules? iii. Is public accountability and transparency needed to maintain public confidence in the profession and/or the legislative scheme? iv. Is the matter one that could have significant implications for clients, the public and/or some segment of the profession? v. How frequently do the rules respecting the matter require updating? f. The legislation should incorporate rules respecting the creation of regulations and by-laws that enable members to have an appropriate degree of involvement in their development but do not impede the profession s ability to regulate itself in the public interest; for example, legislation should generally include a requirement that members be consulted on proposed regulations and by-laws and may, in appropriate circumstances, require that by-laws be approved or ratified by members. Page 6 of 10

177 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy Schedule B Self-regulation in Nova Scotia: A Guide for Nova Scotia Government Departments Available on-line at: Page 7 of 10

178 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy Schedule C Terms of Reference for the Advisory Committee on Self-regulation Purpose The purpose of the Advisory Committee is to provide advice and support to government departments and offices charged with making recommendations in respect to legislative and regulatory proposals respecting self-regulated professions. Guiding Principles The Advisory Committee works collaboratively to maintain a sound understanding of best practices in regards to self-regulated professions and to achieve common objectives. The Advisory Committee respects a diversity of opinion while working to achieve a corporate consensus on issues of concern to government. Roles and Responsibilities Contribute to developing a better understanding across government of principles and best practices in respect to self-regulated professions and departments roles in relation to them. Review and make recommendations in respect to amending the Treasury and Policy Board Policy respecting Self-regulated Professions as needed. Review and update Self-regulation in Nova Scotia: A Guide for Nova Scotia Government Departments and the accompanying Fact Sheet for Proponents as needed. When requested to do so, share insights and expertise with government departments responsible for reviewing legislative or regulatory proposals respecting self-regulated professions. Review legislative or regulatory proposals respecting self-regulation when requested to do so by Treasury and Policy Board or Executive Council. Information/Reporting The Advisory Committee will provide an annual report on its activities to the Deputy Minister responsible for Treasury and Policy Board. Page 8 of 10

179 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy Procedures Members will make best efforts to attend all Committee meetings. Alternates may attend Advisory Committee meetings to ensure continuity of participation. Composition The Advisory Committee will consist of representatives appointed by a broad range of government departments and offices, including at least the following: the Department of Justice, the Department of Health and Wellness, the Office of Service Nova Scotia, the Department of Labour and Advanced Education, the Office of Immigration, and Executive Council Office. Advisory Committee meetings will be co-chaired and coordinated by representatives of Labour and Advanced Education and the Department of Health and Wellness. Frequency of Meetings The Advisory Committee will meet at least annually to consider whether amendments to the Policy, Guide, Fact Sheet or these Terms of Reference should be recommended. Page 9 of 10

180 Chapter 3: Submissions to Executive Council 3.10 Self-Regulated Professions Policy Page 10 of 10

181 Appendices Appendix 3-A How Legislation is Prepared and Enacted Appendix 3-B Communications Plan (Corporate Priority) Appendix 3-C Report and Recommendation to Executive Council Appendix 3-D Memorandum to Executive Council Appendix 3-E Communications Plan (Standard) Appendix 3-F Sample Order in Council Appendix 3-G Intergovernmental Agreements Assessment Checklist Appendix 3-H How Regulations are Prepared Appendix 3-I Regulations Analysis Form Appendix 3-J Regulations (Red Tape Reduction) Criteria Checklist Appendix 3-K R&R - Section 6, 77, and 78 Appendix 3-L Intent of the Freedom of Information and Protection of Privacy Act Appendix 3-M Ministerial Appointment Form Appendix 3-N Form A Appendix 3-O Standing Committee on Human Resources Guidelines Appendix 3-P Transaction Guide Appendix 3-Q Executive Council Staff Assessment Appendix 3-R Template for Corporate Administrative Policy Submissions Appendix 3-S Memorandum to Executive Council - Request for Legislation Appendix 3-T R&R - Appointments to Agencies, Boards or Commissions

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183 Appendix 3-A How Legislation is Prepared and Enacted Legislative proposals are processed through the Executive Council s Legislation Committee. This committee is responsible for reviewing proposed legislation for policy compliance, ensuring a coordinated and comprehensive legislative regime, recommending the legislative agenda to Executive Council, and identifying document needs to support proposed legislation. The membership of the Legislation Committee comprises such members of the Executive Council or the Government Caucus as the President of the Executive Council may determine. The President of the Executive Council shall appoint a member of the Legislation Committee to be Chair of the committee. The Premier and Deputy Premier are ex-officio members of all Committees of the Executive Council. The Chief of Staff to the Premier, the Principal Secretary to the Premier, Deputy Minister to the Office of the Premier, the Deputy Minister of Treasury and Policy Board, the Deputy Minister of Finance and Treasury Board and Deputy Minister of the Office of Planning and Priorities are ex-officio staff members of all Committees of the Executive Council. Those members of the Legislation Committee who are not Executive Council members shall sign an Oath of Confidentiality. This chart illustrates how the decision-making process works for legislative proposals. Prior to each legislative session, the Legislation Committee makes a call for legislative proposals to all departments. For each legislative proposal, the department submits a Memorandum to Executive Council Request for Legislation (Appendix 3-S) signed by the Minister and Deputy Minister in the form prescribed by the Legislation Committee. The Legislation Committee considers each Request for Legislation and determines whether to approve the request for review by the Government Caucus and drafting for the upcoming session. Once a request is approved for drafting, a lawyer in the Office of Legislative Counsel is assigned to the file and working with the department, a draft bill is prepared. The draft bill then goes back to the Legislation Committee for approval and scheduling for introduction of government bills. Page 1 of 3

184 The legislative agenda is tabled in the House of Assembly, and each bill goes through a process of three readings and debate. 1 First Reading The first stage in the legislative process is the introduction of a bill in the House of Assembly by a member of the Assembly. During the daily routine with which each day in the House begins, under the item "Introduction of Bills," a member wishing to introduce a bill, upon recognition by the Speaker, rises to introduce "a bill entitled (title of bill)." Unless the bill is ruled out of order (for example, only a minister of the Crown may introduce a money bill), the bill is assigned a number by the Clerk of the Assembly, is printed and distributed to all the members, and is placed on the order paper under the heading bills "For Second Reading." A bill may not be introduced unless it has been approved as to form by the Legislative Counsel. The stamp and signature of the Legislative Counsel appears on the cover of the original bill. The pro forma bill introduced at the opening of each session is not assigned a number, is not placed on the order paper, and is not dealt with further. The annual appropriations bill has its own special procedure. Second Reading The next stage is for the bill to be called for second reading. Except by unanimous consent, second reading may not begin until the bill has been printed and distributed to the members and this has been signified on the order paper. The second reading debate is a debate on the principle of the bill. No amendments may be made to the bill at this stage. Standing Committees If the bill is passed at the second reading, it is automatically referred by the Speaker to either the Law Amendments Committee or the Private and Local Bills Committee. Government bills and private member's bills are referred to the Law Amendments Committee and private bills and local bills are referred to the Private and Local Bills Committee. The two standing committees hold public hearings on the bills referred to them. Each committee considers all written and oral submissions made to it. In the case of a government bill, the Law Amendments Committee may also receive, after the public hearings have concluded, a written recommendation from the minister of the Crown who introduced the bill. The committee decides upon any changes to the bill that it wishes to recommend to the House of Assembly and the chair of the committee reports the bill back to the House or, infrequently, the committee decides not to report the bill back. The bill may be reprinted at this stage, showing the changes recommended by the committee. 1 See The Nova Scotia Legislature: An Overview of Its Practices and Procedures, December 2001; revised July 2006, pp < Information respecting the House of Assembly is available on the website at < Information on the Legislative Process is available on the website at < Page 2 of 3

185 Committee of the Whole House on Bills Upon a bill being reported back to the House of Assembly by a standing committee, it is automatically committed to the Committee of the Whole House on Bills. The committee subsequently considers the bill clause by clause. In doing so, the Committee of the Whole considers any changes recommended by the Law Amendments Committee or the Private and Local Bills Committee, as the case may be, and makes any changes to the bill it wishes to make, whether or not recommended by the standing committee that considered the bill. The Committee of the Whole may then report the bill back to the House. Upon a bill being reported back to the House of Assembly by the Committee of the Whole House on Bills, the bill is placed on the order paper under the heading bills "For Third Reading. Third Reading The next stage is for the bill to be called for third reading. Unless the House of Assembly orders third reading to begin immediately, third reading takes place on a future day (after being reported back). The third reading debate is a debate on the principle of the bill as recommended by the Committee of the Whole House on Bills. No substantive amendments are normally made to the bill at this stage, but the bill may be recommitted to the Committee of the Whole House on Bills or to another committee. Royal Assent After a bill has passed three readings, it receives Royal Assent from the Lieutenant Governor (or, if the Governor is unavailable, from the Administrator of the Province). This is usually done in a short ceremony in the House of Assembly chamber on the last day of the sitting. Effective Date A statute may provide that all or part of it comes into force by proclamation or on a specified date. Proclamations are made by the Governor in Council (the Executive Council acting with the advice and consent of the Lieutenant Governor). At the request of the Minister/department responsible, the Office of the Legislative Counsel prepares the Report and Recommendation to Cabinet for proclamation of legislation and sends it back to the department. The department is responsible for submitting the Report and Recommendation to Executive Council with the supporting briefing note and communications plan. Administrative update: January 29, 2014 Page 3 of 3

186 Appendix 3-B July 28, 2017 Corporate Priority Communications Plan [Template] Advice to Executive Council Plan Title: Department: Accompanying: R&R RFL MEC Date: Prepared by: Narrative: Communication Objectives: Context: Research: Strategy: Stakeholders & Partners: Key Stakeholder Expected Position (supportive/neutral/resistant) Issues How they will be engaged Diversity: Key Messages: Talking points: Roll-out Plan: Rural/Regional/Interdepartmental considerations: Production: Digital content: Traditional Media: Internal Communications: Resources: Evaluation: Sent to calendar: Approved by Managing Director: Approved by Deputy: Approved by Minister: 1

187 Appendix 3-C [Advice to Executive Council] Report and Recommendation to the Executive Council Number: Dept.: Date: Title: Submitted By: Prepared By: Reviewed By: Include a one sentence description of the item being raised or the action proposed. State the name and portfolio of the Minister concerned. Insert the name and title of the person who prepared the request so he/she can be consulted for further information if necessary. The Director of Finance or senior financial staff who have reviewed the proposal must sign beside his/her name to confirm that he/she has been consulted on the financial implications and funding source. Indicate any other senior staff who have reviewed the proposal and have him/her sign beside his/her name. Deputy Minister: The deputy minister/deputy head must sign beside his/her name indicating he/she confirms the accuracy of the facts in the submission. In the absence of such signature, the Clerk will confirm the submission with the appropriate official. Approvals Attorney General Approved as to Form and Authority Registrar of Regulations Approved as to Form Date Clerk of the Executive Council Date Rec d. Treasury and Policy Board Date Rec d. Summary: Provide a bullet point summary of the proposal including: - Objective - Outcome sought - Financial impact - Considerations impacting timing of the decision - Recommendation LEGAL AUTHORITY This section must make reference to, and quote, the legal authority for the proposed action. It may be worded, as follows: The undersigned has the honour to refer to Section of Chapter of the Revised Statutes of Nova Scotia, 1989, the Act, which provides as follows: (Quote the actual sections), (Or) If the Section is very long, reference can be made to the substance of the Section, for example: Section..., provides that the Governor in Council may authorize execution of (paraphrase the section). Executive Council Approved Withdrawn Referred to Date Page 1 of 5

188 CURRENT SITUATION AND PURPOSE FOR THIS REQUEST Describe the reason for this request (objective and outcome sought). This section may vary in length depending on the complexity of the current situation, but should be no longer than a few paragraphs. Has this matter previously been considered by Executive Council, Treasury and Policy Board or another committee of the Executive Council? If yes, what was the result of the previous consideration and how is this submission different? BACKGROUND In a brief paragraph, provide the 3 most important pieces of background information that have led to the current situation. KEY ISSUE Identify key issues and explain how the submission is consistent with the organization s Statement of Mandate or Business Plan. In some instances, there may be only one or two key issues and in other instances there may be several issues. Some of the key issues that may be identified and included in this section may be redundant to some of the other categories identified below. Where appropriate, you may decide to list the issues in this section and indicate that more detail will be included in the sections that follow. Examples of key issues are: timing considerations, stakeholder/media interest, financial or economic risks to the province, major intergovernmental or industry negotiations, real or perceived threats to the health and safety of citizens, etc. JURISDICTIONAL REVIEW Describe how other jurisdictions have dealt with a similar issue. The jurisdictional review should include, at a minimum, publicly available information that provides a comparison with the Atlantic Provinces and if available, should also include the other Provinces of Canada, the Federal Government or other Countries. ASSESSMENT OF ALTERNATIVES / RISK ASSESSMENT / MITIGATION Identify realistic options that have been considered to achieve the same outcome. Show the pros and cons of each option against any pre-established evaluation criteria (e.g., effectiveness, efficiency, cost/benefit, stakeholder reaction, ease of implementation). A risk is the chance of something happening, negative or positive, that will impact the objectives of the proposal. Provide a high level risk assessment evaluating the risks of each option addressing the following: Major risks of each option Probability of occurrence (high, medium or low) Impact should risk occur (high, medium or low) Overall Risk Level Recommended mitigation plan (if any). Mitigation could include avoiding the risk, changing the likelihood, change the consequence, sharing the risk. Sample table format (include a table for each option): Option: Risk Probability (H/M/L) Impact (H/M/L) Risk Level (H/M/L) Mitigation N/A is not acceptable for this section. There should be at least 2 and no more than 4 alternatives. PROPOSED ACTION AND TIMING Set out the preferred alternative and the action plan for carrying it out. The proposed action and timing may be dependent on a number of factors, including the type of action being requested and the possible outcomes from this action. For instance, the timing of consultations for Education may be dependent on the school calendar. The timing for legislative or regulatory changes may be dependent on the schedule of the House of Assembly or the schedule of Cabinet. Page 2 of 5

189 FINANCIAL IMPACT 1. Does this submission require either of the following approvals under the Finance Act? Section 77 requires a report from the Minister of Finance and Treasury Board before entering into a net debt obligation - See Section 77 R&R template if the request requires this approval. Yes (attached) No Section 78 requires Treasury and Policy Board approval before undertaking an operating obligation. This should be clearly noted in the submission. If Section 78 approval is the only reason for the submission, it should be made in the Memorandum to Executive Council format not a Report and Recommendation. Yes Clearly explain why this submission requires a Section 78 approval. No When completing the sections below, consider the financial implications of the action itself and any financial implications that may be incurred from decisions or policy direction derived from the action. The section must include full description of how the proposal will impact the requesting department. 2. Is this an In-Year Funding request (is there a current year impact which cannot be absorbed in the existing appropriation)? Yes (please contact your Corporate Financial Analyst at Finance and Treasury Board for further clarification) No 3. Briefly describe the financial request by completing the following table: (Table amounts should be annual cumulative $ requirements. Cumulative refers to the total requirement for each fiscal year in excess of base budget for the current year. Gross expenses - prior to any recoveries or fees - should be used to complete this table.) Initiative Fiscal Year Fiscal Year Fiscal Year $ $ $ $ $ $ Less amount that will be absorbed in existing appropriation Total new funding required $ $ $ $ $ $ 4. Is new operating funding required? Yes No If new operating funding is required, please complete the following table (annual cumulative $ requirements). Additional operating funding required Fiscal Year Fiscal Year Fiscal Year $ $ $ $ $ $ $ $ $ Total $ $ $ Page 3 of 5

190 5. Is new capital funding required? Yes No If new capital funding is required, please complete the following table Additional capital funding required Fiscal Year Fiscal Year Fiscal Year $ $ $ $ $ $ $ $ $ Total $ $ $ Identify any additional operating costs (project and ongoing costs) that will result from the capital expenditure by fiscal year. 6. Is there third party funding associated with this request? Yes. If, so, please describe source and amount: No 7. Will this proposal impact a Revenue stream of the Province? Yes. If so, describe impact: No 8. Are additional FTEs required? Yes. If so, number by fiscal year: No 9. Provide any further comments on the financial impact that have not been covered above. INFORMATION TECHNOLOGY Is there a technology component to this request? Yes If yes, detail the consultations that have been conducted with the Department of Internal Services, Information, Communications and Technology Services branch, whether they support this request (if no, why not) and confirm that all financial implications related to technology have been detailed in the financial impact section. No GOVERNMENT-WIDE IMPLICATIONS Indicate what consultations, if any, that were undertaken with other departments or government agencies that may be affected by the action and whether or not they are in agreement with the proposed action. If another department will be affected in a significant way, submit a joint Memorandum. CONSULTATION Is Aboriginal consultation required (before the request in this submission can be implemented)? Yes. If yes, please explain the outcome. No Indicate what consultations, if any, that were undertaken with Page 4 of 5

191 Federal Government Other Provincial Governments If yes to either of the above, has the Department of Intergovernmental Affairs been consulted? Yes No List all other consultations that have taken place including type of consultation, stakeholders consulted and their positions. EFFICIENCY/PRODUCTIVITY Efficiency/productivity may take differing forms including: increased accountability to the Minister; less expensive options for certain programs; replacement of programs with other programs. LEGAL IMPLICATIONS Identify any legal implications that may arise as a result of the implementation of this submission. POLICY LENSES Assess the direct and indirect impacts of the preferred alternative in the following areas. For those that are applicable, two or three sentences around the related implication are sufficient. Economic Rural Nova Scotia Social Equity Gender Trade Environmental Human Resources Municipal Intergovernmental RECOMMENDATION The recommendation should concisely summarize what is being asked of Cabinet for approval. FORM OF ORDER (Must be included as follows) The undersigned has the honour to recommend that the Governor in Council make an Order in the following form or to like effect: The Governor in Council on the report and recommendation of the Minister of dated, 20, and pursuant to Section of Chapter of the Revised Statutes of Nova Scotia, 1989, the Act, is pleased to... Respectfully submitted, Halifax, Nova Scotia Date [Original signed by] Minister of Administrative update: July 27, 2015 Page 5 of 5

192 Appendix 3-D [Advice to Executive Council] Memorandum to the Executive Council Number: Dept.: Date: Title: Submitted By: Prepared By: Reviewed By: Include a one sentence description of the item being raised or the action proposed. State the name and portfolio of the Minister concerned. Insert the name and title of the person who prepared the request so he/she can be consulted for further information if necessary. The Director of Finance or senior financial staff who have reviewed the proposal must sign beside his/her name to confirm that he/she has been consulted on the financial implications and funding source. Indicate any other senior staff who have reviewed the proposal and have him/her sign beside his/her name. Deputy Minister: The deputy minister/deputy head must sign beside his/her name indicating he/she confirms the accuracy of the facts in the submission. In the absence of such signature, the Clerk will confirm the submission with the appropriate official. SUMMARY: Provide a bullet point summary of the proposal including: - Objective - Outcome sought - Financial impact - Considerations impacting timing of the decision - Recommendation CURRENT SITUATION AND PURPOSE FOR THIS REQUEST Describe the reason for this request (objective and outcome sought). This section may vary in length depending on the complexity of the current situation, but should be no longer than a few paragraphs. Has this matter previously been considered by Executive Council, Treasury and Policy Board or another committee of the Executive Council? If yes, what was the result of the previous consideration and how is this submission different? BACKGROUND In a brief paragraph, provide the 3 most important pieces of background information that have led to the current situation. KEY ISSUE Identify key issues and explain how the submission is consistent with the organization s Statement of Mandate or Business Plan. In some instances there may be only one or two key issues and in other instances there may be several issues. Some of the key issues that may be identified and included in this section may be redundant to some of the other categories identified below. Where appropriate, you may decide to list the issues in this section and indicate that more detail will be included in the sections that follow. Examples of key issues are: timing considerations, stakeholder/media interest, financial or economic risks to the province, major intergovernmental or industry negotiations, real or perceived threats to the health and safety of citizens, etc. Page 1 of 5

193 JURISDICTIONAL REVIEW Describe how other jurisdictions have dealt with a similar issue. The jurisdictional review should include, at a minimum, publicly available information that provides a comparison with the Atlantic Provinces and if available, should also include the other Provinces of Canada, the Federal Government or other Countries. ASSESSMENT OF ALTERNATIVES / RISK ASSESSMENT/MITIGATION Identify realistic options that have been considered to achieve the same outcome. Show the pros and cons of each option against any pre-established evaluation criteria (e.g., effectiveness, efficiency, cost/benefit, stakeholder reaction, ease of implementation). A risk is the chance of something happening, negative or positive, that will impact the objectives of the proposal. Provide a high level risk assessment evaluating the risks of each option addressing the following: Major risks of each option Probability of occurrence (high, medium or low) Impact should risk occur (high, medium or low) Overall Risk Level Recommended mitigation plan (if any). Mitigation could include avoiding the risk, changing the likelihood, change the consequence, sharing the risk. Sample table format (include a table for each option): Option: Risk Probability (H/M/L) Impact (H/M/L) Risk Level (H/M/L) Mitigation N/A is not acceptable for this section. There should be at least 2 and no more than 4 alternatives. PROPOSED ACTION AND TIMING Set out the preferred alternative and the action plan for carrying it out. The proposed action and timing may be dependent on a number of factors, including the type of action being requested and the possible outcomes from this action. For instance, the timing of consultations for Education may be dependent on the school calendar. The timing for legislative or regulatory changes may be dependent on the schedule of the House of Assembly or the schedule of Cabinet. FINANCIAL IMPACT 1. Does this submission require either of the following approvals under the Finance Act? Section 77 requires a report from the Minister of Finance and Treasury Board before entering into a net debt obligation - See Section 77 R&R template if the request requires this approval. Yes (attached) No Yes (attached) No Section 78 requires Treasury and Policy Board approval before undertaking an operating obligation. Yes Clearly explain why this submission requires a Section 78 approval. No Yes Clearly explain why this submission requires a Section 78 approval. No When completing the sections below, consider the financial implications of the action itself and any financial implications that may be incurred from decisions or policy direction derived from the action. The section must include full description of how the proposal will impact the requesting department. 2. Is this an In-Year Funding request (is there a current year impact which cannot be absorbed in the existing appropriation)? Page 2 of 5

194 Yes (please contact your Treasury Board Analyst for further clarification) No Yes (please contact your Treasury Board Analyst for further clarification) No 3. Briefly describe the financial request by completing the following table: (Table amounts should be annual cumulative $ requirements. Cumulative refers to the total requirement for each fiscal year in excess of base budget for the current year. Gross expenses - prior to any recoveries or fees - should be used to complete this table.) Initiative Fiscal Year Fiscal Year Fiscal Year $ $ $ $ $ $ Less amount that will be absorbed in existing appropriation Total new funding required $ $ $ $ $ $ 4. Is new operating funding required? Yes No Yes No If new operating funding is required, please complete the following table (annual cumulative $ requirements). Additional operating funding required Fiscal Year Fiscal Year Fiscal Year $ $ $ $ $ $ $ $ $ Total $ $ $ 5. Is new capital funding required? Yes No Yes No If new capital funding is required, please complete the following table: Additional capital funding required Fiscal Year Fiscal Year Fiscal Year $ $ $ $ $ $ $ $ $ Total $ $ $ Page 3 of 5

195 Identify any additional operating costs (project and ongoing costs) that will result from the capital expenditure by fiscal year. 6. Is there third party funding associated with this request? Yes If so, please describe source and amount: No Yes. If so, please describe source and amount: No 7. Will this proposal impact a Revenue stream of the Province? Yes If so, describe impact: No Yes. If so, describe impact: No 8. Are additional FTEs required? Yes. If so, number by fiscal year: No Yes. If so, number by fiscal year: No 9. Provide any further comments on the financial impact that have not been covered above. INFORMATION TECHNOLOGY Is there a technology component to this request? Yes. If yes, detail the consultations that have been conducted with the Chief Information Office and/or your IT Corporate Service Unit, whether they support this request (if no, why not) and confirm that all financial implications related to technology have been detailed in the financial impact section. No GOVERNMENT-WIDE IMPLICATIONS Indicate what consultations, if any, that were undertaken with other departments or government agencies that may be affected by the action and whether or not they are in agreement with the proposed action. If another department will be affected in a significant way, submit a joint Memorandum. CONSULTATION Is Aboriginal consultation required (before the request in this submission can be implemented)? Yes. If yes, please explain the outcome. No Indicate what consultations, if any, were undertaken with: Federal Government Other Provincial Governments If yes to either of the above, has the Department of Intergovernmental Affairs been consulted? Yes No List all other consultations that have taken place including type of consultation, stakeholders consulted and their positions. EFFICIENCY/PRODUCTIVITY Page 4 of 5

196 Efficiency/productivity may take differing forms including: increased accountability to the Minister; less expensive options for certain programs; replacement of programs with other programs. LEGAL IMPLICATIONS Identify any legal implications that may arise as a result of the implementation of this submission. POLICY LENSES Assess the direct and indirect impacts of the preferred alternative in the following areas. For those that are applicable, two or three sentences around the related implication are sufficient. Economic Rural Nova Scotia Social Equity Gender Trade Environmental Human Resources Municipal Intergovernmental RECOMMENDATION The recommendation should concisely summarize what is being asked of Cabinet for approval and mirror what the department is seeking to be contained in the minute letter. Respectfully submitted, Halifax, Nova Scotia Date [Original signed by] Minister of Administrative update: July 27, 2015 Page 5 of 5

197 Appendix 3-E July 28, 2017 Communications Plan [Template] Advice to Executive Council Plan Title: Department: Accompanying: R&R RFL MEC Date: Prepared by: Narrative: Communication Objectives: Background/Context: Stakeholder/Key Audience Analysis: Research: Strategy: Three Key Messages: Issues: Roll-out: Links to Government Priorities, Departments, and/or Agencies: Evaluation: Sent to Executive Assistant: Approved by Managing Director: Approved by Deputy: Approved by Minister:

198 Appendix 3-F Sample Order in Council Executive A certified copy of an Order in Council dated Council August 4, The Governor in Council on the report and recommendation of the Attorney General and Minister of Justice dated June 30 20l5, and pursuant to Section 31 of Chapter 35 of the Acts of 2014, the Limitation of Actions Act, is pleased to order and declare by proclamation that Chapter 35 of the Acts of 2014, the Limitation of Actions Act, do come into force on and not before September 1, 2015.