Appendix C - Benchmark Positions - Executive Group Benchmark 27 to 40 (EX-02)

General Accountability

Accountable for the directing and administering the provision of technological and professional expertise on thematic geoscience studies, and regional bedrock and surficial surveys in eastern Canada, and for ensuring the success of the federal / provincial partnership with institut national de recherche scientifique (INRS) that constitutes the Québec Geo-Science Centre (QGC) to advance geoscience knowledge in support of sustainable development.

Organization Structure

The position is one of four (4) positions reporting to the Director General, Sedimentary and Marine Geoscience Branch. See Annex A for the organization chart.

The three (3) positions reporting to the Regional Director, Geological Survey of Canada – Quebec, are:

Scientific Coordinator, (staff of 28) responsible for coordinating and managing the components of the Geological Survey of Canada’s scientific program, and for ensuring their integration into that program as they relate to geo-resources, hydrology, environmental geoscience and geo-information; planning scientific projects and managing and delivering the products of those projects; and managing the scientific staff.

Chief Hydrogeologist, responsible for providing leadership and developing linkages and partnerships with provincial, national and international hydrogeological agencies and with experts from industry, universities and government in order to define, develop and implement the Geological Survey of Canada's national hydrogeology program.

Science Planning Officer, responsible for providing scientific assistance to the Director and to the Scientific Coordinator in the management and planning of the Division's human, material and financial resources and in the operation of the scientific program; assisting the scientists in the management of their projects; and coordinating communication and outreach activities within the Geological Survey of Canada in order to promote the visibility of the QGC and coordinate the production of general information outputs.

Nature and Scope

The Department manages major policy, scientific and technical research and development, as well as industry support programs of national and international consequence, with respect to Canada's land mass and the energy, forestry, mines and minerals sectors of the economy. The Department advances sustainable development and the responsible use of Canada's mineral, energy and forest resources.

The Geological Survey of Canada (GSC) undertakes and manages geoscientific studies and research programs on the surface taxonomy and geological composition of Canada in support of sustainable resource development and earth processes to increase the understanding of earth-surface processes related to environmental issues, such as ground water dynamics and delineation, geological hazards, environmental geochemistry and climate change-driven earth processes.

It is in this context that the Regional Director, Geological Survey of Canada - Quebec develops, implements and assesses scientific and technology programs required to develop and maintain GSC-Quebec as a recognized national centre of expertise and research in hydrogeology and its impact on and adaptation to climate change. The position manages the federal role in the delivery of scientific research results from the QGC, which operates in a partnership with the INRS.

The Director supplies earth science assessments of and technology solutions for key socio-economic problems by designing, planning and managing geoscience surveys, and mineral and environmental studies in eastern Canada in order to support Sector programs and priorities. The Director also provides national leadership and coordination for Sector hydrogeology program activities.

The Director resolves frequent and complex problems of concept and priority on the basis of a detailed geological project being carried out worldwide. The position liaises with senior scientific and administrative officials in the federal government, foreign scientific agencies, provincial governments, private companies, Crown corporations and universities; and manages the Centre's contribution to and participation in national and international research with global implications. This liaison results in joint programs with other agencies, transfer of technology and scientific ideas, and extensive interaction between the Division's staff and staff from other agencies. The Director also establishes and maintains a strong issue-driven regional geoscience network in Quebec with the INRS and other regional geoscience stakeholders in order to contribute to a vibrant regional knowledge base.

The Director plans, directs, coordinates and leads the scientific activities in field and laboratory programs that deal with all aspects of bedrock and surficial geology in eastern Canada, its resource potential, whether it be metals, hydrocarbons or groundwater, the environment and geological processes (environmental geochemistry, geo-hazards, coastal erosion, landslides and permafrost). The position contributes to the training of highly qualified personnel through the joint INRS / Université Laval graduate program in earth sciences, increases links with other universities and fosters student participation in research projects.

The Director plans research objectives; sets goals and priorities; assesses the effectiveness of programs and plans; and coordinates the preparation of reports and evaluates them and other information resulting from Division programs for release to the federal government, other governments, the scientific community, industry and the general public. A key challenge for the Director is to ensure cohesion in relation to the established priorities, the identification of critical issues, the expected results, the capture and recording of information and data, and the production and dissemination of relevant reports.

The Director sits on the GSC Management Committee and the Sector Program Committee, which set the short- and long-term program and research objectives for the Sector. The Director is a member of the federal/provincial liaison committee with Quebec, co-chair of several committees, such as the Technical Advisory Committee, and also serves on review panels, such as the Researchers Promotion Committee.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Contributes to the planning of the GSC's and the Sector's scientific program as a member of the GSC Management Committee and the Sector Program Committee, and as the principal advisor to the Director General on geoscience research in Quebec and Newfoundland and on the GSC's national hydrogeology program.
2. Provides professional and managerial leadership for the Division's scientific activities by liaising and cooperating with other federal and provincial government agencies, industry, and research and educational institutions in the broad fields of geology and hydrogeology and related matters of common interest.
3. Ensures that high standards in professional and technical qualifications are maintained by managing the review and evaluation of scientific reports, projects and proposals prepared by Division staff.
4. Manages the activities of all sections to ensure that there is appropriate involvement in multidisciplinary projects and in projects with other Divisions and agencies by establishing the required administrative procedures, and planning and managing the fiscal and personnel requirements.
5. Establishes and ensures a strong issue-driven regional geoscience network in Quebec, in collaboration with the INRS and with other regional geoscience stakeholders.
6. Contributes to the training of highly qualified personnel through the joint INRS / Université Laval graduate program in earth sciences; increases links with other universities; fosters student participation in research projects; and participates in the coordination of activities, planning of programs and management of shared facilities with the INRS.

Benchmark 27 - Text version

BM27: Regional Director, Geological Survey of Canada - Quebec The subject position is at the third managerial level reporting to the Director General, Sedimentary and Marine Geoscience Branch. There are 3 peer positions at the same reporting level.

3 positions report to Regional Director, Geological Survey of Canada – Quebec.

• Linear organizational chart
  Director General, Sedimentary and Marine Geoscience Branch
  • Regional Director, Geological Survey of Canada – Calgary
  • Regional Director, Geological Survey of Canada – Atlantic
  • Director, Terrain Sciences Division
  • Regional Director, Geological Survey of Canada – Quebec
  • Science Planning Officer
  • Scientific Coordinator
  • Chief Hydrogeologist

Evaluation Rationale

Title: Regional Director, Geological Survey of Canada - Quebec

General Accountability

Operational oversight and strategic direction for Information Management and Information Technology (IM/IT) service management standards, architectures, plans and projects.

Organization Structure

This is one of the seven (7) positions reporting to the Chief Information Officer, Information Management Services. See Annex A for the organization chart.

The nine (9) positions reporting directly to the Senior Director, Internal Partnerships and Service Relations are:

Regional Administrator [x5], (Staff of 38 Atlantic, 61 Quebec, 59 Ontario, 68 Prairies, and 49 Pacific) responsible for the management of IT functions and services in each of the regions. The Administrator brings expertise to the IM/IT program framework and participates in negotiations, maintains systems and monitors all IT functions, supervising Offender Management System (OMS) specialists in the regions.

Manager, Client Systems Integration, (Staff of 8) responsible for the management of common end-user applications, operating systems and related architectures to support organizational needs.

Manager, National Headquarters (NHQ) Support Services, (Staff of 22) responsible for the management of a national support model for IT client service deliverables. The Manager ensures the delivery of service desk activities for employees and external partners. The position oversees the dissemination of technical information to the IM/IT executive management team to support the development and improvement of systems and platforms.

Manager, Services Management and Computing Lifecycle, (Staff of 20) responsible for the management of change, configuration and problem management functions. The Manager oversees the implementation of national IT service management best-practice frameworks, the provision of support and the management of all service levels for IT systems. This position is also responsible for the management of information management services offerings subject to a national service delivery model. The Manager ensures the contribution/support of specific service delivery areas during life-cycle phases.

Manager, Assurance Service and Solutions Management, (Staff of 10) responsible for the coordination services delivery, Shared Services Canada intake relationship, service level assurance, architecture impact analysis, Shared Services Canada infrastructure capacity and availability management. The Manager oversees the review of project infrastructure requirements and demand/performance management.

Nature and Scope

The Department contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more. The Department functions in an intensive operational environment, managing approximately 26,000 offenders, including supervising offenders under conditional release in the community and subject to a long-term supervision order. The Department consists of 43 institutions of various security levels, 91 parole offices, 15 community correctional centres, including Special Handling Units, Women Offender Institutions and First Nations healing lodges. The Department actively assists offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.

In addition to the primary responsibility for the administration of sentences, there are five (5) regional treatment centres for general and mental health and staff colleges for the training of correctional staff. The Department also contracts with approximately 175 community-based residential facilities operated by non-governmental agencies. To manage this range of institutions, the organization employs approximately 18,000 staff in a variety of occupations. The Department operates under two levels of management: national and regional (institutions, parole offices, community correctional centres, regional treatment centres and healing lodges) and is headed by the Commissioner who reports to the Minister of Public Safety and Emergency Preparedness. National headquarters in Ottawa performs overall planning, program and policy development for the Service, while the regional offices implement CSC activities within the regions. The Commissioner is supported by an Executive Committee of national and regional senior executives.

The Directorate is the sole service provider for IT related support and services to the Parole Board of Canada (PBC) and to the Office of the Correctional Investigator (OCI). The Directorate also monitors and analyzes all major IM/IT planning activities, policy systems and resource proposals developed both internally and externally to ensure a consistent and comprehensive approach to IM/IT issues. The Directorate is also responsible for the management oversight of the Offender Management System (OMS) specialists located in the regions who deliver advice, training and support to OMS users, and evaluate data quality issues.

It is within this context that the Senior Director, Internal Partnerships and Service Relations is accountable to the Chief Information Officer (CIO) for providing strategic direction and oversight for the development and approval of long-term IM/IT service management plans and strategies, IM/IT architectures and standards and the governance of integrated, national/regional IT client facing initiatives to support the management of programs and internal services. The Senior Director regularly monitors and reports progress at departmental steering committee meetings, management meetings, Information Management and Information Technology Advisory Board (IMTAB) meetings and the organization’s executive committee.

While seeking strategic cohesion and efficiency, the Senior Director monitors evolving business and technological environment, as they are inextricably linked. Legislative changes, private sector involvement and particularly, the steadily expanding multiplicity of communication tools and methods (e.g., mobile technology, social media) to propose and develop the strategies and solutions best suited for the Department’s business lines.

Shared Services Canada (SSC) uses a broad approach as a service provider or vendor to its many clients, including the Department. The Senior Director is accountable for ensuring a productive and cost-effective business partnership with SSC that responds to government strategic cost saving and efficiency goals, expressed in part, through SSC, while ensuring continuing IM/IT responsiveness to the Department’s ’s business requirements.

A key challenge for the Senior Director is the management of the technical environment of a national organization with facilities throughout the country and in remote areas. The Department has five regional headquarters that provide management and administrative support and serve as the delivery arm for programs and services. The Senior Director must ensure a critical mass of expertise is available within these regional teams to facilitate integration, evolution and transformation, while ensuring the maintenance of complex and secure systems.

The Senior Director is accountable for providing direction and guidance to regional service providers, making recommendations on the allocation of branch resources in support of defined priorities, monitoring and evaluating related IM/IT service delivery programs to address evolving business needs. The position ensures that regional service delivery organizations act in concert with the Department’s overall strategic interests are consistent with the development and delivery of business activities.

The Senior Director's accountabilities are founded on the capacity to build and sustain a broad range of internal and external partnerships. Through this accountability for the management of IT and IM partnerships, the Senior Director is required to frequently respond to various clients emerging needs and interests. Comprehensive organization knowledge coupled with a clear understanding of and capacity to communicate the technical, financial and strategic dimensions of an issue is foundational to deliver on accountabilities.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Division’s mandate.
2. Provides expert advice to senior government officials on IM/IT services and related programs.
3. Oversees IT service delivery initiatives to support the management of the organization’s programs and internal service. Ensures alignment with organizational values, business plans and policies.
4. Manages the development of IT service agenda with the corporate liaison framework in order to promote relations with other departments and organizations relying on the Department’s systems.
5. Manages the IT partnership with Shared Services Canada.
6. Oversees the development of ministerial correspondence, Q&As, Treasury Board Submissions and briefing notes on the departmental IT service delivery program.
7. Manages the development of partnerships with clients, service providers and various stakeholders and represents the interests of the organization. Promotes strategic directions and initiatives during the Sector’s decision-making processes.
8. Manages the human, financial and material resources of the Division with prudence and probity.

Benchmark 28 - Text version

BM28: Senior Director, Internal Partnerships and Service Relations
The subject position is at the third managerial level reporting to the Chief Information Officer, Information Management Services. There are 6 peer positions at the same reporting level.

9 positions report to Senior Director, Internal Partnerships and Service Relations.

• Linear organizational chart
  Chief Information Officer, Information Management Services
  • Deputy Chief Information Officer
  • Director General, Application Services
  • Director, Information Management
  • Director, Information Sharing and Connectivity
  • Director, IT Security
  • Senior Advisor to the CIO
  • Senior Director, Internal Partnerships and Service Relations
    • 5 Regional Administrators
    • Manager, Client Systems Integration
    • Manager, NHQ Support Services
    • Manager, Services Management and Computing Lifecycle
    • Manager, Assurance Service and Solutions Management

Evaluation Rationale

Title: Senior Director, Internal Partnerships and Service Relations

General Accountability

Accountable for analysing political and economic events having the potential to affect diplomatic and international relations between Canada and Mexico; establishing information, collaborative and intelligence contacts and networks with senior private and public officials in a complex and interrelated diplomatic, economic, political and cultural environment; and providing significant political and economic policy advice and recommendations to the Head of Mission and headquarters.

Organization Structure

This is one of the six (6) positions reporting to the Head of Mission (HOM). See Annex A for the organization chart.

Reporting to the position of Counsellor/Program Manager, Political and Economic, is a staff of eighteen (18) Canada-based and locally engaged employees responsible for the analysis of various aspects of political and economic events and personalities in Mexico and background and interrelationship issues, and the provision of support services for these functions. These positions include a Senior Political Analyst, a Senior Economic Analyst, Foreign Service Officers, and Senior Locally Engaged Staff.

Nature and Scope

The Department manages Canada's diplomatic and consular relations, promotes the country's international trade and leads Canada’s international development and humanitarian assistance. The Canadian Embassy is the focal point for Canadian relations with Mexico. The Embassy ensures the promotion and protection of Canada's interests abroad, strengthens Canada's foreign relations, advances Canadian economic, trade, political, security and environmental interests and provides policy guidance to other federal departments and agencies with operations in the country.

It is within this context that the Counsellor/Program Manager, Political and Economic, is accountable for directing the analysis of political and economic events and policies in Mexico due to its significant importance to Canada. The position establishes the program's overall strategic, operational and business directions and objectives and sets work standards.

The Counsellor/Program Manager directs the assessment and definition of the importance of various political and para-political groups, their platforms or ideologies, plans of action and influence on both domestic political and economic events and foreign and trade policies. This is critical in order to properly gauge and evaluate the effects of these groups, their positions and their priorities on other countries in the region, their international positions and their bilateral foreign policy relationships with Canada. These events and influences may occasionally affect multilateral international bodies or specific treaty organizations of which Canada is a member. This may require the Counsellor / Program Manager to travel internationally to participate or attend meetings.

The Counsellor/Program Manager establishes and maintains a variety of contacts with senior members of Mexico's government, opposition parties, extra-parliamentary and other political groups and associations, influential journalists, academics and members of the business community. To maintain these contacts, the Counsellor / Program Manager may be required to travel regularly. The position analyses the country's actions and objectives such as good governance, social conditions, political tradition, democracy, civil and human rights, defense, disarmament, the environment and commerce.

The position maintains as accurate a picture as possible of Mexico's political and economic situation and directs the assessment of the impact of political changes, including changes in political leadership, the effect of such changes on Mexican society and political economy, foreign policy objectives, relationships with other countries and its international positions. The objective is to provide the Department and other government departments with specific interests in Mexico with an accurate assessment of its politics and the likelihood of changes in policies and political directions that could impact Canada's interests or specific Canadian foreign policy objectives, not only directly but also indirectly, on other countries with which Canada has international relationships. This requires the Counsellor / Program Manager to be available to communicate and support the department and other government departments.

The Counsellor/Program Manager maintains an understanding of Mexico's political, economic and social history and traditions, its political and economic sensitivities and its overall domestic and foreign policy objectives. The position oversees the dynamics that drive its current, emerging, and long-term political and economic orientations and priorities within a broad bilateral environment to sustain strong, proactive, and collaborative interactions and relations with Canada. The position provides advice and supports to the Head of Mission, the department, and to other government departments during negotiations.

The Counsellor/Program Manager must understand the overall Canadian foreign policy and trade objectives, the specific policies and strategies used to achieve these objectives, their philosophical and domestic political underpinnings and their long-term goals for Canada in the global arena with regard to Mexico that is of significant diplomatic and international importance to Canada.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides expert advice to the Head of Mission and departmental headquarters on the development and maintenance of the Canadian government’s political, economic program delivery frameworks, and associated systems and practices toward Mexico. Advises on the overall political and economic policies and the context, issues, events and possible reactions of neighbouring countries.
2. Oversees the development of strategies to sustain strong bilateral relations and to influence Mexican domestic and foreign policy and economic positions.
3. Oversees the development of contacts with the country's political leaders, opposition groups, academics, business groups, economic think-tanks and other influential parties to assess their reactions to political/economic events, their influence on the events, changes in political directions/leadership, and the effect of the changes on the bilateral relationship with Canada and multilateral relationships.
4. Represents Canada at a senior level and supports the Head of Mission (HOM), the department and other government departments in negotiating the Canadian positions at sensitive, complex bilateral meetings, international fora and multilateral meetings within strategic and operational parameters.
5. Manages the human, financial, and material resources of the Division with prudence and probity.

Benchmark 29 - Text version

BM29: Counsellor / Program Manager, Political and Economic
The subject position is at the third managerial level reporting to the Head of Mission (HOM). There are 5 peer positions at the same reporting level.

18 positions report to Counsellor / Program Manager, Political and Economic.

• Linear organizational chart
  Head of Mission (HOM)
  • Counsellor, Economic and Trade
  • Counsellor, Immigration
  • Counsellor, Commercial
  • Counsellor, Administration and Consular Service
  • Defence Attaché
  • Counsellor / Program Manager, Political and Economic
    • Senior Political Analyst
    • Senior Economic Analyst
    • Foreign Service Officers
    • Senior Locally Engaged Staff

Evaluation Rationale

Title: Counsellor/Program Manager, Political and Economic

General Accountability

Accountable for establishing the Agency's strategic and corporate guidelines in the sectors of modern comptrollership, human resources, financial resources and administrative services management, in order to achieve maximum effectiveness in the use of the Agency’s 's human, financial and material resources.

Organization Structure

This is one of six (6) positions at the first managerial level reporting to the Deputy Minister. See Annex A for the organization chart.

The four (4) positions reporting directly to the Director General, Resource Management are:

Director, Modern Management Function, (staff of 3) responsible for creating and managing an administrative reform focussed on sound resource management and a decision-making process based on a modern management system and aligned with a sound approach to risk management, adequate control systems, and ethical practices and values; providing a strategic watch function and analysis of all strategies and planning for existing policies, procedures and systems; and making the appropriate links and recommending tools, courses of action, controls and measures aimed at achieving maximum effectiveness in the use of human, financial and material resources.

Director, Administrative Services, (staff of 7) responsible for delivering services and providing advice related to procurement and contract management, telecommunications, occupational health and safety, emergency planning, property management, materials management and vehicle fleet management.

Director, Financial Resources, (staff of 9) responsible for the corporate delivery of financial resource management services and the provision of related advice. This involves carrying out the modern comptrollership function; developing and establishing a financial management structure and process; planning the budget as part of the expenditure management cycle; allocating human and financial resources according to senior management plans and priorities; providing accounting, resource management and recovery services; and developing financial policies, systems and procedures.

Director, Human Resources, (staff of 9) responsible for developing effective human resources management programs, policies, procedures and systems that are consistent with the Agency's strategic and corporate approaches; and providing direction and leadership in the management of various human resources programs.

Nature and Scope

As part of the Industry portfolio, the Agency is mandated to promote the economic development of the regions of Quebec in order to increase long-term prosperity and employment and to focus on small and medium-sized enterprises and on enhancing entrepreneurship.

It is within this context that the Director General, Resource Management is responsible for planning and establishing approaches, and ensuring the implementation and achievement of the Agency's objectives in the areas of human resources, financial resources and administrative services.

The Director General must ensure the seamless implementation of the administrative reform underpinning the modern management function to ensure the cost-effectiveness, efficiency and usefulness of all risk-management strategies and practices, of the management control framework, and of programs, policies, practices and control systems. The position must also provide a strategic watch function and an analysis of strategies and planning activities pertaining to integrated policies, procedures and systems aimed at ensuring maximum effectiveness in the use of human, financial and material resources. The modern comptrollership function is one of the six priorities that will assist the government in meeting its commitments (citizen-centred approach, values, results and value for money). In this regard, the position must ensure that the Agency has an appropriate process for assessing comptrollership capacity to ensure a modern management function that is focussed on strategic leadership, motivated people, shared values and ethics, integrated performance information, mature risk management, rigorous stewardship and clear accountability.

In the context of the human resources management program, and within legislation and central agency policies and guidelines, the Director General ensures the management of the planning, development and implementation of policies and programs in all areas of human resources in order to ensure the optimum use of staff. The poste is responsible for developing and delivering a program of recruitment, selection and delegated placement in all groups and levels within the Agency. The position coordinates and directs all activities relating to staff training and development, in accordance with the Agency's strategic direction. The position directs the planning, organization and implementation of a staff relations program to provide senior management, operations officers and staff with advice, interpretations and guidelines relating to the policies, legislation, regulations, collective agreements and procedures in this area to ensure that they have all the support they need to perform their duties, to exercise their rights and to fulfill their obligations. The Director General is also responsible for organizing activities, resources and programs in the areas of classification and pay and benefits; and establishing practices and procedures pertaining to official languages and employment equity that comply with legislation and central agency policies and guidelines but are also realistic and applicable throughout the organization.

The Director General manages the Administrative Services Division team, develops management and implementation plans and strategies and advises senior management on all issues relating to the various programs administered. The position provides direction and leadership in the management of the various administrative sector operations, including property management, telecommunications, occupational health and safety, emergency planning, occupational accident investigations and the internal component of the sustainable development strategy. The Director General also manages the development of policies, guidelines and procedures pertaining to administrative services, and manages, negotiates and makes recommendations on the wording of related memoranda of understanding.

Regarding the management of financial resources, the Director General is responsible for preparing and implementing multi-year operational plans, policies, guidelines, procedures and controls essential to the management, control, accounting and auditing of the Agency's financial resources. The position must also advise and direct senior management on budget management and operational planning, and provide opinions on proposals, memoranda and submissions. The position is accountable for managing the operating resources used for professional services contracts, property management and equipment procurement and maintenance.

The Director General is required to develop and maintain numerous working relationships, and to maintain a climate of mutual trust by fostering harmonious exchanges with representatives of other federal departments, central agencies and relevant unions, in order to ensure that the Agency's interests are understood and taken into account. The position must establish and maintain with these organizations a process of joint action or information exchange to ensure that shared problems can be solved by drawing on the group's varied professional experiences.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides direction and leadership in human resources, financial resources and administrative services management by developing multi-year operating plans and strategic plans for using resources.
2. Provides a strategic watch function and high-level analysis of the strategies and planning activities pertaining to integrated policies, procedures and systems aimed at controlling risks and ensuring optimum use of the Agency's and regions' human, financial and material resources.
3. Directs the implementation of administrative reform underpinning the modern management function to ensure the cost-effectiveness, efficiency and usefulness of all risk management strategies and practices, the management control framework, and programs, policies, practices and control systems.
4. Provides the executive committee and officers with timely information and preventive advice on the management and performance of the Agency's programs and actions in the regions.
5. Develops and implements the strategy for human resources, financial resources and administrative services management, taking into account the directions and priorities of the Agency and those of internal and external clients.
6. Provides operational support and a process to audit and monitor the management of all areas of human, financial and material resources and administrative services. Establishes occupational health and safety policies and mechanisms that satisfy the Agency's needs and the requirements of legislation, regulations and central agencies.
7. Establishes and maintains harmonious relations with union representatives, other departments, central agencies and professional associations to ensure that the Agency's interests are represented.

Benchmark 30 - Text version

BM30: Director General, Resource Management
The subject position is at the first managerial level reporting to the Deputy Minister. There are 5 peer positions at the same reporting level.
Reporting to Director General, Resource Management are 4 directors.

• Linear organizational chart
  Deputy Minister
  • Assistant Deputy Minister, Operations
  • Assistant Deputy Minister, Policy, Planning and Information
  • Director General, Communications
  • Executive Assistant and Departmental Advisor
  • Director, Legal Services
  • Director General, Resource Management
    • Director, Modern Management Function
    • Director, Administrative Services
    • Director, Financial Resources
    • Director, Human Resources

Evaluation Rationale

Title: Director General, Resource Management

General Accountability

Accountable for providing the leadership and direction for the development and implementation of innovative and cost-effective strategies and initiatives to provide procurement and contract management services that meet the objectives of the Government of Canada and the customized and specialized acquisition requirements of the Department of National Defence (DND).

Organization Structure

This is one of seven (7) positions reporting to the Assistant Deputy Minister, Defence and Marine Procurement Branch. See Annex A for the organization chart.

The five (5) positions reporting directly to the Director General, Defence Major Projects Sector are:

Senior Director, Major Projects Directorate – Land, (Staff of 13) responsible for the procurement of land military equipment and for contract management services regarding the acquisition of land vehicles, associated systems and equipment in order to support Canada’s military operations.

Senior Director, Major Projects Directorate - Maritime Helicopter Project, (Staff of 9) responsible for the procurement of helicopter/ships and for contract management services regarding the Maritime Helicopter Project to support Canada’s military, search and rescue operations.

Senior Director, Major Projects Directorate - Future Fighter Capability Project, (Staff of 10) responsible for the procurement of fighters and for contract management services regarding the Future Fighter Capability Project to support Canada’s military operations.

Director, Major Projects Directorate – Air, (Staff of 15) responsible for the procurement of military transport aircrafts and helicopters and for contract management services regarding the acquisition/upgrade of air equipment and systems. The position oversees the provision of flying training services to support Canada’s military, search and rescue operations.

Director, Major Projects Directorate - Fixed-Wing Search and Rescue (FWSAR) Aircraft Replacement Project, (Staff of 7 plus 3 assigned personnel) responsible for the procurement of utility/military transport aircrafts and for contract management services regarding the management of the Fixed-Wing Search and Rescue Aircraft Replacement Project to support Canada’s military, search and rescue operations.

Nature and Scope

The Department plays an important role in the daily operations of the Government of Canada. It supports federal departments and agencies in the achievement of their mandated objectives as their central purchasing agent, real property manager, linguistic authority, treasurer, accountant, and pay and pension administrator. The Department's vision is to excel in government operations, and its strategic outcome and mission are to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

As a common service organization, it provides government departments, boards and agencies with support services for their programs including: procurement; office accommodation and facilities; architectural and engineering services; construction, maintenance and repair of public works and federal real property; pay and pension services; Receiver General, treasury of Canada administration, and maintenance of Accounts of Canada; linguistic services; industrial security services; and specialized programs and services, including government-wide applications and greening of government operations.

The Acquisitions Program (AP), which comprises the Defence and Marine Procurement Branch, the Procurement Branch, and the related regional units, is the Government’s primary procurement service provider offering client departments and agencies a broad base of procurement solutions such as specialized contracts, standing offers, supply arrangements and electronic marketplaces. The Defence Major Projects Sector leads interdepartmental efforts to improve the efficiency of military procurement, which results in efficiencies being implemented in complex procurement projects.

It is within this context that the Director General, Defence Major Projects (DG) provides the strategic direction to ensure the cost-effective and timely provision of procurement, contract management and related services to meet the specialized acquisition requirements of the Department and the long-term interests and objectives of the Government of Canada (GoC). The DG accomplishes this through the management of multi-billion-dollar procurement projects and long-term contracts that support Canada’s military and search and rescue operations. The DG also ensures the provision of specialized procurement services and advice in support of Foreign Military Sales with the Government of the United States through the Washington Office. This may require yearly travel to Washington. As a senior executive within the Branch, the DG participates as a member of Governance Committees and contributes to the strategic planning and management of the Branch and to the development of national acquisition frameworks, policies, standards, programs and services and to the continuous improvement agenda.

The DG oversees the provision of professional expertise to support the Department in the analysis of scope, timelines and budgets. Defining project requirements is a critical activity to clearly establish the objectives and implement procurement strategies that will achieve client and GoC objectives. The delivery of procurement and contract management services requires provision of information sessions/meetings with prospective proponents, the development of contract documents, the direction of complex negotiation processes in the award of contracts, the obtainment of required approvals and the provision of contract management services.

The DG provides oversight to ensure that required approvals are obtained to provide for the award of contracts to the selected suppliers. The position ensures that Treasury Board/Cabinet submissions and business cases are developed to obtain contract authority approvals and ensures the provision of expertise to support the client in obtaining expenditure approval authorities. Obtaining approvals can require extensive briefings and presentations by the DG within the Department, with PCO, TBS and Parliamentary Committees to support the approvals process. The DG also ensures the fair and transparent acquisition of goods and services, the judicious expenditure of public funds and the integrity of the procurement process as well as the timely award of the contracts to successful suppliers. Where negotiations may be involved with contractors, the DG provides senior-level strategic expertise to facilitate the negotiations process and to ensure that the contracts represent best value for the GoC. The DG is required to travel nationally in the management of major defense procurement and contract. The DG also oversees the provision of expertise to support the Department in monitoring the performance of contractors to ensure conformance with the terms and conditions of the contracts relative to quality, cost and time objectives and that any identified issues are addressed with the respective contractors so that project delivery will not be jeopardized.

The position oversees the provision of contract management expertise to support the Department on all contractual matters throughout the life of contracts. This responsibility includes ensuring that robust processes are used to manage the changes that arise during the management of the contracts and that contract disputes or claims are dealt with through negotiations or alternative dispute resolution mechanisms. Should claims proceed to litigation, the DG ensures that the departmental response is developed in collaboration with Legal Services and that expert representation is provided.

The DG ensures that procurement activities are sensitive to the terms, conditions and obligations of trade agreements and other relevant requirements and provides for the conduct of due diligence to minimize the likelihood that complaints by suppliers will be brought before the courts. Where complaints may be made by suppliers to the courts, the DG ensures that comprehensive information is provided to Legal Services for their use in the development of an effective defence. The DG oversees the review of requests for national security exceptions from international trade agreements and provides recommendations whether or not such exceptions are warranted.

The DG ensures that monitoring and reporting processes are in place to track project performance and progress against milestones and to provide timely and accurate information throughout the procurement projects. Ensuring the availability of such information is essential for the Department to be positioned to address issues to achieve approved objectives or to be able to respond to unforeseen circumstances such as project changes. The DG also ensures that measures are in place to provide for audit readiness of procurements and, where audits are conducted, that action plans are implemented to address the findings. As well, the DG ensures that issues or recommendations from bodies such as Cabinet Committees, Parliamentary Committees or governance committees are addressed.

The DG chairs the DG-level committees for each project, participates on other committees, provides briefings and reports on performance to the Committees and personally briefs the respective Ministers when required. The DG is accountable for ensuring that these governance bodies are effectively engaged and supported throughout the procurement projects and are provided with timely, quality information to facilitate their involvement and decision-making. The DG provides expertise, briefings and reports to the Assistant Deputy Minister, Defence and Marine Procurement Branch, Deputy Minister/Associate Deputy Minister and to the Minister and senior DND management. The position also ensures that information is provided to support the Minister in appearances before Parliamentary Committees and for responding to questions from Cabinet colleagues, members of caucus and the opposition on any issues relative to the various procurement projects.

The DG provides expertise and briefings to other departments, other branches and the supplier community. The DG also represents the Department at senior management levels with each of these organizations and is in frequent contact with senior officials of central agencies to discuss the application of policies and procedures to advance the realization of the GoC objectives associated with major defence procurement projects. The DG may serve as the departmental spokesperson and may represent the Department with the media in matters pertaining to defence major projects.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Sector’s mandate.
2. Provides expert advice to the Assistant Deputy Minister, Deputy Minister, Associate Deputy Minister and other senior departmental management on major defence procurement projects and on matters arising from various parliamentary bodies. Provides advice to the Assistant Deputy Minister, Defence and Procurement Branch to support the pursuit of initiatives to enhance procurement.
3. Oversees the provision of expertise to support the Department in defining the scope, timelines and budgets for defence procurement projects. Oversees the provision of support to the Department on the monitoring of the performance of contractors and their compliance with the terms and conditions of the contracts. Manages the provision of contract management advice on all contractual matters throughout the life of the contracts.
4. Oversees the cost-effective and timely provision of all procurement and contract management services to meet the specialized acquisition requirements of the Department and the Government’s interests concerning Canada’s military, search and rescue operations. Manages the assessment of project performance to enhance efficiency of the projects including the development of procurement project/risk management strategies and monitoring processes.
5. Ensures that all required expenditure and contract approvals are obtained to enable the award of contracts and to facilitate the approval process within the Department and central agencies. Approves contracts and amendments within delegated authority.
6. Chairs Director General-level project governance committees to engage and support senior level governance committees. Represents the Department and ensures effective engagement with senior officials, the supplier community and other stakeholders.
7. Manages the human, financial, and material resources of the Sector with prudence and probity.

Benchmark 31 - Text version

BM31: Director General, Defence Major Projects Sector
The subject position is at the second managerial level reporting to the Assistant Deputy Minister, Defence and Marine Procurement Branch. There are 6 peer positions at the same reporting level.

Reporting to Director General, Defence Major Projects Sector are 5 directors.

• Linear organizational chart
  Assistant Deputy Minister, Defence and Marine Procurement Branch
  • Director General, Land and Aerospace Equipment Procurement and Support Sector
  • Director General, Large Ship Construction Sector
  • Director General, Large Combat Ship Construction Sector
  • Director General, Marine Services and Small Vessels Sector
  • Director General, Strategic Policy Sector
  • Director General, Washington Office
  • Director General, Defence Major Projects Sector
    • Senior Director, Major Projects Directorate – Land
    • Senior Director, Major Projects Directorate – Maritime Helicopter Project
    • Senior Director, Major Projects Directorate – Future Fighter Capability Project
    • Director, Major Projects Directorate – Air
    • Director, Major Projects Directorate – Fixed – Wing Search and Rescue (FWSAR) Aircraft Replacement Project

Evaluation Rationale

Title: Director General, Defence Major Projects Sector

General Accountability

Accountable for developing, recommending and directing the implementation of the Civilian Human Resources Program Service Delivery Framework in support of Canadian Forces and Departmental operations.

Organization Structure

This is one of three (3) positions reporting to the Assistant Deputy Minister, Human Resources-Civilian. See Annex A for organization chart.

The seven (7) positions reporting to the Director General, Regional Civilian Human Resources Services, are:

Director, Civilian Human Resources Service Centre, [x6] (Pacific, Prairies, Ontario, Quebec, Atlantic, National Capital Region), (staff ranges from 50 to 160) responsible for planning, organizing and managing the provision of civilian human resource administration support services within the assigned geographical area; contributing to the policy and procedural framework development responsibilities of the Human Resources-Civilian Branch; and providing leadership for inter-regional human resources initiatives as assigned by the Director General, Regional Civilian Human Resources Services.

Senior Human Resources Advisor, responsible for researching human resources issues and providing analyses and recommendations to the Director General and to the Division management team.

Nature and Scope

The Department is the largest federal government department. The Department implements Government decisions regarding the defence of Canadian interests at home and abroad and provides advice and support to the Minister. It undertakes missions for the protection of Canada and Canadians and to maintain international peace and stability by serving on the sea, on land and in the air while supported by the civilian workforce. Canada’s defence policy is comprised of three pillars: Strong at home, Secure in North America and Engaged in the world.

The Department and the Canadian Forces are two distinct organizations under one Minister. They operate in a cohesive fashion to ensure that the Canadian Forces can fulfill its mandate. The human resources function is different for public servants and military personnel, with the Assistant Deputy Minister, Human Resources-Civilian being responsible for development and delivery of the human resources program as it applies to civilian employees.

Within this decentralized and complex organization, where most Public Service occupational groups are represented, the Director General, Regional Civilian Human Resources Services, is responsible for planning and managing service delivery in compliance with Public Service human resource management legislation, policies and frameworks. The position provides national leadership for developing and managing the operational delivery of the civilian human resources program, which encompasses advisory and support services across the full range of human resources activities (resourcing, classification, staff relations, compensation, official languages, employment equity and learning) that are delivered through six regional Civilian Human Resources Service Centres, which in turn have sub-offices co-located with client organizations.

A major challenge facing the Director General is to provide national leadership in developing strategies and approaches to integrate civilian service delivery with that of the military. The cultural and operational differences of both components, the dynamism of the Department as a whole and the emphasis on results rather than on process complicate the task of ensuring appropriate linkages for the numerous sub-disciplines of human resources management.

The Director General develops the service delivery framework to ensure consistent delivery of services across all regions by fully trained and qualified staff. The position develops strategies and approaches to enhance the business approach and client service orientation of the Service Centres while recognizing fiscal realities.

The Director General identifies and addresses emerging operational issues, especially in the area of staff relations, in conjunction with corporate functional authorities and regional staff to provide information, advice and solutions. The position provides advice and guidance to client managers on organizational changes, staff relations, resourcing strategies and other human resources areas to help balance the need to meet operational targets with the need to develop a healthy work environment.

Another significant challenge facing the Director General is to manage a decentralized organization with a high client-service focus. Significant issues that require strong communication and management skills to resolve are dealt with within and across regions. The position is responsible for ensuring the integrity and credibility of the program while maintaining the balance between service and control.

The Director General sits on the Civilian Management Committee, as well as on the Senior Human Resources Management Committee, and works closely with colleagues to provide input to the development of human resources policies and initiatives; to develop recommendations and solutions that consider the views, interests and concerns of client managers; and to provide analysis of and input to visionary approaches for managing human resources in both the Department and the Canadian Forces.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Develops and manages the operational delivery of the human resources management program to ensure that operational services are in place to support the management of civilian personnel and are operating at a high standard.
2. Ensures that the operational human resources services of the Department lead and participate in the development and implementation of the most appropriate human resources policies, practices and systems, and that they have the capacity to adapt to the changing needs of both managers and employees.
3. Improves the efficiency and effectiveness of human resources operational services by ensuring that the client-focused orientation emphasizes the advisory and partnership aspect of the relationship with client managers.
4. Improves the quality of services to client managers by developing effective communications links between functional staff in the regions and at headquarters.

Benchmark 32 - Text version

BM32: Director General, Regional Civilian Human Resources Services
The subject position is at the second managerial level reporting to the Assistant Deputy Minister, Human Resources (Civilian). There are 2 peer positions at the same reporting level.

7 positions report to Director General, Regional Civilian Human Resources Services.

• Linear organizational chart
  Assistant Deputy Minister, Human Resources (Civilian)
  • Director General, Civilian Human Resources Strategies and Development
  • Director General, Employee Relations
  • Director General, Regional Civilian Human Resources Services
    • 6 Directors, Civilian Human Resources Service Centres (Pacific, Prairies, Ontario, Québec, Atlantic, and National Capital Region)
    • Senior Human Resources Advisor

Evaluation Rationale

Title: Director General, Regional Civilian Human Resources Services

General Accountability

Directs the development of frameworks, strategies, partnerships, and expertise to ensure integrity risk management is integrated into the design of departmental program policy, business strategy and service delivery.

Organization Structure

This is one of eleven (11) positions reporting to the Assistant Deputy Minister, Operations Sector. See Annex A for the organization chart.

The three (3) positions reporting directly to the Director General, Integrity Risk Guidance are:

Director, Integrity Risk Advisory, (Staff of 32) responsible for the development of integrity risk management expertise and the provision of guidance to mitigate risks to the integrity of immigration, refugee and citizenship programs. The Director oversees the provision of integrity advice, manages research, analysis and reporting and directs the cooperation with partners on integrity risk issues.

Director, Integrity Risk Integration, (Staff of 42) responsible for the development of frameworks, strategies and partnerships. The position oversees the integration of integrity risk management into program policy, business strategy and service delivery and support the design and development of related systems and tools.

Director, Integrity Corporate and Project Support, (Staff of 7) responsible for the development of strategies and processes to ensure effective branch planning and reporting activities and lead the branch contribution and support to major corporate and program transformation initiatives.

Nature and Scope

The Department is mandated to build a stronger and prosperous Canada by delivering citizenship and immigration programs that promote Canada as a destination for immigrants by attracting skilled workers to Canada, achieving immigration levels set by Cabinet, integrating newcomers into the social and economic fabric of Canadian society, protecting the health, safety and security of Canadians and meeting Canada’s international commitments in the realm of asylum and international human security. The Operations Sector provides a coordinating centre focused on collecting and analyzing risk-related information to inform program policy, business design, development and service delivery.

It is within this context that the Director General, Integrity Risk Guidance (DG) directs the development of frameworks, strategies and partnerships to integrate risk management into program policy, business strategy and service delivery. This includes the development of strategies and processes that ensure the management of Sector planning and reporting activities. The DG serves as a member of the Sector management committee and exercises stewardship over Sector resources while providing expert advice to the Deputy Minister, Associate Deputy Minister and senior executive team on matters pertaining to integrity risk issues.

The DG ensures that integrity risk frameworks, strategies and partnerships consider the North American prosperity and security agenda (e.g., NAFTA, North American Leaders Summits). The position must collaborate closely and extensively with international counterparts (e.g., U.S., UK, Australia and New Zealand) on travel, migration, border, national security and intelligence matters as well as bilaterally and multilaterally with a wide range of participants in relation to managing global migration-related risks.

The DG manages the delivery of integrity risk guidance services to Sector senior executives. The DG oversees the provision of departmental executive presentations, reporting and briefings and analytical support to Management Committees, and provides advice on the development of legislative, regulatory, policy and system changes required to enable innovations and addresses diverse client needs. The position oversees the development frameworks and governance for integrity risk management structures and contributes to the development of the Sector’s vision and strategic direction to support sectoral and departmental objectives.

The DG provides risk management direction with respect to program delivery across departmental lines. This includes the risk management of the administration and enforcement of the Immigration and Refugee Protection Act, responsibility for which is divided between the Minister of the Department and the Minister of Public Safety and Emergency Preparedness Canada (PSEPC); oversight and management of integrity risks in the immigration and refugee protection program which requires ongoing engagement and coordination with three PSEPC portfolio agencies involved in security screening and enforcement; and risk management of the administration of the Canadian Passport Order (i.e., the statute governing the issuance of passports) which is split among Immigration, Refugee and Citizenship Canada (IRCC), Public Safety Canada, and Employment and Social Development Canada.

The DG communicates and consults with stakeholders and partners through the development of key messages that convey the objectives of the Department and enhance understanding of integrity risk guidance program issues and decisions. The DG oversees information sharing with other departmental organizations, collection of data and the sharing of analyses, information and intelligence on trends abroad, and manages the identification of illegal activities and the recommendation of appropriate responses to mitigate risks. The DG is a member of numerous departmental and interdepartmental committees and working groups and represents the Department in the development of strategic policy positions with central agencies and other government departments.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Directorate’s mandate.
2. Provides expert advice to the Deputy Minister, Associate Deputy Minister and senior executive team on matters pertaining to integrity risk issues and matters. Provides advice on the development of legislative, regulatory, policy and system changes required to enable innovations.
3. Manages the delivery of integrity risk guidance services to Sector senior executives and oversees the development of frameworks and governance for integrity risk management and provides risk management direction with respect to program delivery across departmental lines
4. Manages the development relationships and consultations with departmental partners and colleagues.
5. Oversees the information sharing with other departmental organizations, the collection of data and the sharing of analysis, information and intelligence on trends abroad. Manages the identification of illegal activities and the recommendation of appropriate responses to mitigate risks.
6. Represents the department on various committees, working groups and task forces. Promotes its interests and objectives via collaboration to ensure coherent and consistent executive and advisory services.
7. Manages the human, financial and material resources of the Directorate with prudence and probity.

Benchmark 33 - Text version

BM33: Director General, Integrity Risk Guidance
The subject position is at the second managerial level reporting to the Assistant Deputy Minister, Operations Sector. There are 10 peer positions at the same reporting level.

Reporting to Director General, Integrity Risk Guidance are 3 directors.

• Linear organizational chart
  Assistant Deputy Minister, Operations Sector
  • Director General, Domestic Network
  • Director General, Centralized Network
  • Director General, Immigration Program Guidance
  • Director General, International Network
  • Director General, Citizenship and Passport Program Guidance
  • Director General, Operations Planning and Performance
  • Director General, Case Management
  • Director General, Migration Health
  • Director General, Client Experience
  • Executive Director, Passport Program Modernisation Initiative
  • Director General, Integrity Risk Guidance
    • Director, Integrity Risk Advisory
    • Director, Integrity Risk Integration
    • Director, Integrity Corporate and Project Support

Evaluation Rationale

Title: Director General, Integrity Risk Guidance

General Accountability

Directs the development and implementation of integrated strategic and operational plans for the processing of documentary heritage from federal government departments and private organizations. Manages relationships with the organizations involved in the acquisition of the Canadian government heritage material.

Organization Structure

This is one of four (4) positions reporting to the Chief Operating Officer. See Annex A for the organizational chart.

The four (4) positions reporting directly to the Director General, Archives are:

Director, Government Archives, (Staff of 48) responsible for overseeing the implementation of policies, standards and processes to identify records reflecting Canada's national history and heritage, directing the issuance of disposition authorities for government institutions in accordance with the federal regulatory context and implementing appraisal policies to manage all assessment activities of governmental information resources for archival and historical value. The Director is also responsible for the processing of all records acquired.

Director, Government Records Initiative, (Staff of 23) responsible for managing the development and implementation of plans and priorities, policies, approaches, standards and tools to support and strengthen information management within federal departments, agencies and institutions. The Director partners with the federal communities involved in information management and record keeping as well as with organizations related to the acquisition of Canadian government heritage material such as museums and libraries for improving federal record keeping.

Director, Sciences, Governance and Political, (Staff of 28) responsible for developing strategies, approaches and means for managing relationships with private creators of documentary heritage in the fields of sciences, governance and politics and directing compliance activities to ensure that acquisitions align with the organization’s policies for all information acquired from private resources and that the archives are processed in a timely manner according to standards and guidelines.

Director, Society and Culture, (Staff of 37) responsible for developing strategies, approaches and means of managing relationships with private creators of documentary heritage in the fields of culture and society and directing compliance activities to ensure that acquisitions align with the organization’s policies for all information acquired from private resources and that the archives are processed in a timely manner according to standards and guidelines.

Nature and Scope

The Department is mandated to acquire, process, preserve and make available the documentary heritage of Canada and to serve as the continuing memory of the Government of Canada. The Department leverages five key components for successful results: defining concepts and principles for action, defining work processes, testing approaches, iterative implementation of selected approaches, and evaluating results.

The ever-dynamic social, media and technology landscape requires constant adaptation and innovation to maintaining collections by transforming analog (hard copy, paper, older technologies) into digital using technologies that are current and usable by the general public. The Department has developed a vision and operating model which stems from managing and sharing the content of Canada's documentary heritage through building and sustaining collaborative strategies, policies and initiatives with donors, other public memory institutions and the private sector.

It is within this context that the Director General, Archives (DG) develops and implements strategies and approaches to build and sustain the capacity of the government records program and the service programs by making use of traditional and new resources. The position manages business operations and develops and monitors risk-management plans, controls and reporting mechanisms.

The DG establishes collective approaches to building a national collection through various networks to facilitate the access of users to collections across the country and in foreign institutions of interest and importance to Canada. The DG provides strategies and solutions for the Government of Canada with respect to the production and disposition of information. The DG develops and implements the appraisal, acquisition and processing policies, standards and processes for identifying federal government records which constitute the memory of Canada’s federal government. The DG develops and implements the identification, selection and acquisition of federal government records, in many formats and media, of national significance or archival value to ensure their availability.

The DG provides the focal point for donors, clients and stakeholders on a variety of regulatory, policy, operational and parliamentary initiatives. The DG develops and implements strategies, policies and agreements related to Private Archives. The DG provides the focal point for central agencies and other government institutions, on a variety of regulatory, policy, operational and parliamentary initiatives such as cabinet submissions and directs the issuance of disposition authorities for all government institutions in accordance with the Library and Archives Act and government-wide regulatory context.

The DG provides direction, advice and support of strategic, legislative, and regulatory initiatives in support of all aspects of the department’s business lines and provides expertise on sensitive documents and issues such as Memoranda to Cabinet. The DG supports innovation in the Institution, to develop and implement strategies, approaches and initiatives and to enhance the department's capacity to deliver results for Canadians.

The DG identifies and pursues potential sources of records of historical value and national significance to Canada and Canadians going back to the beginning of recorded information related to Canada. The position provides the corporate leadership for the appraisal, acquisition and processing of documentary materials, both analogue and digital, of historical importance to Canada donated by private citizens and organizations and acquired through purchase, gift or exchange. They shed light on all subjects of Canadian endeavors (cultural, economic, social and scientific).

The DG develops and implements strategies, plans, approaches and initiatives to identify individuals, businesses, social groups and cultural organizations that have been instrumental in defining Canada's identity. The DG determines the sources for records of historical value and national significance to build departmental holdings in both analog and digital formats.

The DG creates and maintains national networks of all levels of government, academic and private institutions engaged in the collection and protection of Canada's private documentary heritage to ensure that Canadians have access to a national collection of the country's documentary heritage. The DG has the authority to make decisions, and commitments on behalf of the Chief Operating Officer at various external committees, fora, and conferences (both national and international). The DG appraises, acquires and processes Private Archives and provides corporate leadership for the development of departmental holdings from private groups and individuals. The DG co-chairs the Acquisition Advisory Committee to assist in guiding the management of consultative processes to engage stakeholders in programs and service delivery and to resolve complex requirements or operational issues impacting the Sector.  The DG develops and implements the appraisal, acquisition and processing policies, standards and processes for identifying amongst the immense volume of federal government records. The position develops and implements the identification, selection and acquisition of federal government records, in many formats and media, of national significance or archival value to ensure their availability.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the Directorate’s strategic vision, business planning, oversight and operational framework for the delivery of the mandate.
2. Directs all appraisal and acquisition activities and key initiatives related to federal government or private archives in Canada in both analog and digital format.
3. Directs all selection, description and processing activities for records from federal institutions in any media found in the organization’s holdings and directs all intellectual and physical processing activities of records.
4. Directs strategic partnerships and collaboration initiatives with professional communities to ensure the organization’s practices align with archival science.
5. Coordinates information management in the federal government with central agencies and supports all Government of Canada institutions in the development of standardized approaches.
6. Directs strategic relationships with a variety of public and private sector clients and stakeholders at senior levels, steering complex negotiations that ensure the success of the organization’s programs and services.
7. Chairs or co-chairs international, national, intergovernmental, inter-departmental, agency and organizational-wide committees in the areas related to private archives and co-chairs the Acquisition Advisory Committee to assist in guiding the management of consultative processes to engage stakeholders in programs and service delivery and to resolve complex requirements or operational issues impacting the Sector.
8. Directs and manages the human, financial and materiel resources of the Division with probity.

Benchmark 34 - Text version

BM34: Director General, Archives
The subject position is at the first managerial level reporting to the Chief, Operating Officer. There are 3 peer positions at the same reporting level.

Reporting to Director General, Archives are 4 directors.

• Linear organizational chart
  Chief, Operating Officer
  • Director General, Public Services
  • Director General, Published Heritage
  • Director General, Preservation and Digital Operations
  • Director General, Archives
    • Director, Government Archives
    • Director, Government Records Initiative
    • Director, Sciences, Governance and Political
    • Director, Society and Culture

Evaluation Rationale

Title: Director General, Archives

General Accountability

Directs the implementation of health services policies, procedures, standards and strategies and is accountable for the coordination and management of the safe and ethical delivery of clinical, mental and public health services to the offender population in the region.

Organization Structure

This is one of seven (7) positions reporting to the Assistant Commissioner, Health Services. See Annex A for the organization chart.

The seven (7) positions reporting directly to the Regional Director, Health Services, Prairie Region are:

Executive Director, Treatment Centre, (Staff of 108) responsible for the provision of interdisciplinary clinical services at the Regional Treatment Centre (RTC) by providing acute and sub-acute treatment of offenders suffering from mental illness and/or behavioural problems who were referred by Correctional Service of Canada institutions. The position oversees the delivery of mental health and psychiatric consultation services such as psychology, nursing, psychoeducation, social work and other services and programs for offenders. The Director manages the administration, policy and staff associated with health care services in the Regional Hospital.

Regional Manager, Mental Health, (Staff of 108) responsible for the management, training and professional advisory services for planning, developing and coordinating the delivery of institutional/community psychological and other mental health services within the Region.

Regional Manager, Pharmacy, (Staff of 20) responsible for the development and operation of the regional pharmacy and the provision of pharmacy services to all inmates at regional correctional institutions.

Regional Manager, Clinical Services, (Staff of 108) responsible for the provision of health care services in the health care units of regular institutions and in the Regional Medical Hospital. The position manages the development/implementation of regional policies and plans, the identification of training needs, professional development activities, the conduct of analyses and the preparation of reports. The Manager also oversees the Department’s public health and methadone programs in the Region and the coordination of regional health services activities.

Regional Manager, Planning, Pharmacy and Quality Improvement, (Staff of 12) responsible for the management of regional health care resources. The position coordinates and monitors processes, data collection and reporting, participates in planning and provides recommendations in all resource areas. The Manager oversees the implementation of quality improvement initiatives, the identification of quality improvement opportunities within the regions or specific institutions and recommending the adoption of measures nationally.

Regional Manager, Public Health, (Staff of 12) responsible for the management of regional public health program activities. The position manages the development/implementation of regional policies, plans, procedures, strategies and evaluation mechanisms, the provision of public health advice and the provision of clinical services regarding the care and treatment of infectious diseases.

Regional Manager, Community Mental Health, (Staff of 26) responsible for the delivery of community mental health services and the psychological services within the region. The position oversees the contribution to the national evaluation framework for community mental health services, the coordination/monitoring of professional development training for mental health community-based staff and the delivery of mental health training for front line staff. The Manager ensures the promotion of the continuity of mental health care between community and institutional sites.

Nature and Scope

The Department contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more. The Department functions in an intensive operational environment, managing approximately 26,000 offenders, including supervising offenders under conditional release in the community and subject to a long-term supervision order. The Department consists of 43 institutions of various security levels, 91 parole offices, 15 community correctional centres, including Special Handling Units, Women Offender Institutions and First Nations healing lodges. The Department actively assists offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.

In addition to the primary responsibility for the administration of sentences, there are five (5) regional treatment centres for general and mental health and staff colleges for the training of correctional staff. The Department also contracts with approximately 175 community-based residential facilities operated by non-governmental agencies. To manage this range of institutions, the organization employs approximately 17,000 staff in a variety of occupations. The Department operates under two levels of management: national and regional (institutions, parole offices, community correctional centres, regional treatment centres and healing lodges) and is headed by the Commissioner who reports to the Minister of Public Safety and Emergency Preparedness. National headquarters in Ottawa performs overall planning, program and policy development for the Service, while the regional offices implement activities within the regions. The Commissioner is supported by an Executive Committee of national and regional senior executives.

It is within this context that the Regional Director, Health Services, Prairie Region (RDHS) is responsible for the delivery of healthcare to offenders that is consistent with community standards from the time of admission to release into the community. The position ensures that national direction is reflected in regional healthcare decisions. The position is also responsible for the provision of emergency health care services to staff, volunteers and visitors when they are in federal correctional institutions.

The RDHS has the responsibility of ensuring continuity of care to inmates from admission to release and builds on partnerships with provincial and other federal departments established on a national basis and leads in the identification of local level partnerships with private organizations and interest groups to increase the efficiency and improve effectiveness of service provision as well as ensuring continuity of care.

The RDHS is responsible for the healthcare budget envelope and for the management of the human, financial and material resources of the Region. The position monitors achievement of objectives against budgets, recommends alternative approaches to resolve budget shortfalls and contributes to the annual planning and reporting requirements of the Sector. The RDHS provides strategic advice to the Assistant Commissioner of the Sector through participation in the healthcare management committee to improve long-term planning, resource management, development of healthcare initiatives and partnership building. The position works closely with the office of the Regional Deputy Commissioner to ensure that their requirements are being met regionally and nationally. As well, the RDHS is an influential member of the regional management committee and assumes a key role in the promotion of health service initiatives and programs on a regional basis. The RDHS is also a member of several cross-regional committees.

The RDHS integrates health care initiatives, strategies and standards developed by the headquarters directorates into a cohesive regional health service delivery framework. The position develops regional health policies, strategies and standards in the areas of mental health, clinical services and public health and directs their implementation at all health delivery sites in the region. The RDHS also oversees the collection and analysis of research reports and database information and monitors research publications to provide up-to-date recommendations to colleagues at headquarters, in the regional office, the Regional Medical Hospital or institutional facilities.

The RDHS develops a regional strategy that addresses the link between substance abuse and health within the offender population. The position directs the implementation of short-term and long-term interventions to deal with risks associated with such issues as infectious disease control policies and mental and physical health and implements strategies respecting oversight in the practice of healthcare in the institutional setting. Risk management in this environment can be influenced by offender behaviors and the RDHS must consider the necessity of adapting healthcare and ethical principles in strategy implementation.

The RDHS has the responsibility for developing a retention and recruitment program for the Region and for assessing and identifying regional health training needs. The RDHS makes recommendations on the development of training materials to the appropriate headquarters branch and develops regional employee career development plans in consultation with headquarters functional experts to keep abreast of emerging health care practices and procedures.

The RDHS is responsible for the implementation of the national quality improvement and evaluation system and for fine-tuning the system to better respond to regional needs. This requires the identification of critical operational priorities within the Region, the development of plans of action that address issues of service delivery and the implementation of performance assessment standards for the Region.

The RDHS has managerial and supervisory responsibilities over a large geographic area which may include more than one province. The RDHS may need to deal with differing legislative requirements respecting health care and differing health professionals’ standards of provincial regulatory bodies. As such, the RDHS develops professional relationships with officials of other federal departments operating in the Region, provincial ministries, regional, provincial and territorial associations and local organizations to create partnership opportunities. The RDHS must remain current with policy and/or legislative changes to ensure that the Department’s regional health activities are aligned with those of other regional bodies and must network with professional colleagues within the Department and public service to keep abreast of emerging developments and practices. The RDHS is a direct party to service agreements that define the roles and responsibilities of the various stakeholders and must ensure the implementation of the agreed-upon provisions. The RDHS works at the Regional Headquarters and requires regular travel over the large geographic area to visit regional sites, which can be remote and difficult to access, and/or meet with counterpart of the assigned region.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the regional mandate.
2. Provides expert advice to the Assistant Commissioner to improve long term planning, resource management, development of health care plans and partnership initiatives.
3. Oversees the development of corporate plans, processes, procedures, standards and strategies and integrates them into a cohesive regional service delivery framework from regional perspective. Ensures the implementation of the Service Agreements provisions.
4. Manages a continuous learning environment, the identification of regional training needs and the development of plans and strategies for the delivery of health care training within the Region.
5. Oversees the implementation of the national quality improvement and evaluation system so that it corresponds to regional needs. Manages the implementation of performance assessment mechanisms and standards.
6. Oversees the cooperation with the office of the Regional Deputy Commissioner to ensure that requirements are being met regionally and nationally. Manages the promotion of health care initiatives and programs within the Region. Ensures representation cross-regional committees to maintain transparency and open communication.
7. Manages the human, financial, and material resources of the Region with prudence and probity.

Benchmark 35 - Text version

BM35: Regional Director, Health Services, Prairie Region
The subject position is at the second managerial level reporting to the Assistant Commissioner, Health Services. There are 6 peer positions at the same reporting level.

7 positions report to Regional Director, Health Services, Prairie Region.

• Linear organizational chart
  Assistant Commissioner, Health Services
  • Director General, Mental Health
  • Director General, Clinical Services and Public Health
  • 4 Regional Directors, Health Services
  • Regional Director, Health Services, Prairie Region
    • Executive Director, Treatment Centre
    • Regional Manager, Mental Health
    • Regional Manager, Pharmacy
    • Regional Manager, Clinical Services
    • Regional Manager, Planning, Pharmacy and Quality Improvement
    • Regional Manager, Public Health
    • Regional Manager, Community Mental Health

Evaluation Rationale

Title: Regional Director, Health Services, Prairie Region

General Accountability

Accountable for the national financial operations of the Department, the provision of leadership and executive direction over financial accounting and services, the reporting on the financial performance and the advancement of effective stewardship of the Department’s financial resources.

Organization Structure

This is one of seven (7) positions reporting to the Assistant Deputy Minister, Finance/Chief Financial Officer. See Annex A for the organizational chart.

The five (5) positions reporting to the Director General, Financial Operations and Services are:

Director, Financial Accounting, (Staff of 110) responsible for providing direction in the implementation and life-cycle management of a financial accounting and reporting framework governing the reporting and reconciling of financial transactions. The Director prepares financial statements, public accounts, quarterly financial reports, central agency reports and other related financial information. The position ensures the maintenance of sound accounting practices, acting as a key point of contact for the Offices of the Auditor General and Comptroller General as well as the Receiver General.

Director, Financial Operations, (Staff of 46) responsible for providing centralized corporate financial services in support of regional accounting offices across the country. The position processes priority payments for the Department, provides Receiver General post issue payment services and central guidance processing for Phoenix claims and provides various training/support activities across the Department. The Director is responsible for processing accounts for the National Capital Region that include expenditure management reviews, post payment verifications, administration of delegated authorities forms and losses, overages of public funds and working capital funds management.

Manager, Financial Systems Operations, (Staff of 28) responsible for the ongoing data management of financial systems, the management of day-to-day operations of financial systems, data integrity and reporting capabilities as well as the financial systems/services helpdesk. The Manager also administers training and certification for access to the departmental automated financial management systems.

Manager, Travel & Payment Card Programs, (Staff of 20) responsible for providing centralized corporate financial services in support of regional departmental accounting offices across the country. The Manager oversees the use of the departmental acquisition card and travel card and provides travel service coordination.

Staff Officer,(Staff of 2) responsible for the coordination of planning, reporting, financial administration, human resources management, procurement, asset management, and administrative services within the Directorate. The role also coordinates access to information requests, responses to senior management requests and executive support to the DG and other staff of the Directorate.

Nature and Scope

As the largest federal department, the Department implements Government decisions regarding the defence of Canadian interests at home and abroad and provides advice and support to the Minister. The mission is to defend Canada and Canadian interests and values while contributing to international peace and security by serving on the sea, on land and in the air while supported by the civilian workforce. Canada’s defence policy is comprised of three pillars: Strong at home; Secure in North America and Engaged in the world.  

The Chief Financial Officer (CFO) Model and the policy suite establish a vision for financial management rooted in accountability, transparency, fact-based decision making, and value for money and risk management. The size and complexity of the Department brings unique challenges that require consideration of an integrated military and civilian organization structure, pay requirements for regular and reserve force members, extensive asset and materiel management, including complex capital asset costing requirements and changing government initiatives that regularly impact the Department, requiring the agility to respond and adapt to change.

It is within this context that the Director General, Financial Operations and Services (DG) manages the development and implementation of strategies, procedures and systems for controlling, directing and guiding the recording and accounting of all financial transactions for the Department. The position manages the development and implementation of accounting policies and procedures established by the Government of Canada (GoC). The DG implements and maintains departmental accounting frameworks, guidance and procedures to control the Department’s large and varied physical assets and inventories.

As the Accounting Officer for the Department and the CFO, the DG manages the preparation of the annual submission of the Department's Public Accounts, Letter of Representation and other attestations of the integrity of financial information.

The DG oversees the national financial operations of the Department and ensures commanders, comptrollers, financial officers and managers receive the appropriate level of guidance and advice to support sound resource management-related decision-making, and Financial Administration Act compliance and required accounting standards. While the DG has a line reporting relationship with the ADM, Finance/Chief Financial Officer, the position provides advice and disseminates information directly to organizations within the Department. This requires the DG to establish and maintain a broad range of networks to promote and foster two-way communication and build consensus to overcome residual resistance to changing requirements.

The DG develops financial and accounting practices to better meet the needs of line managers and executives and ensure alignment with central agency financial management standards, policies and guidelines. Meeting this challenge, the position seeks to increase operational capacity to manage both financial management and accrual accounting.

The DG provides advice and recommendations to the CFO and other senior departmental managers on financial issues, trends and on planned and actual expenditures. There is also a frequent requirement to provide detailed briefings to the Deputy Minister, Associate Deputy Ministers, Minister and Associate Minister. In preparation for the Deputy Head’s and the CFO’s appearance before parliamentary committees and in support of the Minister, the DG provides authoritative advice and information about the integrity of the financial information contained in financial reports and departmental accounts. Related to this is the implementation of corrective measures stemming from annual financial audit work and recommendations by the Office of the Auditor General, to address significant challenges in the accuracy of the financial information produced by the Department.

The DG serves as Co-chair of the Departmental Comptroller’s Committee and the CFO's Management Committee and, in so doing, plays a critical role in informing the direction of the Financial Community Management office and the recruitment/employment of new employees to the financial officer and recruitment development program. The DG, as the DFCO also sits on the inter-departmental DCFO Forum which plays a critical role in shaping and developing the financial community across the public service.

The work requires the DG to establish and maintain an extensive communication network within the Department of National Defense/the Canadian Armed Forces, within the federal government and with key private sector suppliers to deliver financial services. The DG transforms accounting standards into practice and consults extensively within the organization to ensure that operational procedures respect internal policy requirements and the requirement for consistency of financial operations throughout the Department.

The DG provides oversight in cultivating and maintaining working relationships with the Office of the Auditor General and the Office of the Receiver General for the departmental component of the Public Accounts Audit and ensures transparency in the disclosure and reporting of the Department's financial resources in support of the Deputy Head's Accounting Officer role. The DG ensures that departmental experts address concerns and comments raised by the Office of the Auditor General during the Public Accounts Audit and ensures departmental action plans are implemented and corrective actions are taken. In this capacity, the DG provides regular briefings to senior management within the Department and the Office of the Comptroller General.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Directorate’s mandate.
2. Provides executive direction in the implementation and improvement of standards, processes and systems for the accounting and recording of financial information to support and advance the CFO's role in the stewardship of financial and material and inventory resources.
3. Ensures the integrity, accuracy and consistency of the financial information prepared for the public accounts of the Department and other documents required by Parliament and central agencies to support senior level decision-making with respect to the Department's programs and services and attests to financial statements as Deputy Chief Financial Officer.
4. Oversees the Department's national financial operations that are conducted at departmental headquarters and units across Canada; ensures the consistency of accounting transaction processing across the country and that the processing of on-site transactions is effective and efficient.
5. Oversees the management of the interface with the Office of the Auditor General and the Office of the Receiver General to ensure transparency in the disclosure and reporting of the Department's financial resources in support of the Deputy Head's Accounting Officer role.
6. Collaborates with colleagues to continuously improve the Department's capacity to manage risk within a financial management structure that incorporates the appropriate planning, control and reporting mechanisms, processes and systems for the effective stewardship of the Department's financial resources.
7. Oversees the development and implementation of strategies, approaches and processes for the Department's accounting function that incorporate the changes in direction originating in the Office of the Comptroller General, ensuring that they are adapted to meet the business needs of the Department.
8. Establishes and maintains strong working relationships with departmental senior management, other federal government departments and agencies and central agencies such as the Office of the Comptroller General, the Receiver General and the Office of the Auditor General to deal with issues concerning departmental financial administration, control and reporting.

Benchmark 36 - Text version

BM36: Director General, Financial Operations and Services
The subject position is at the second managerial level reporting to the Assistant Deputy Minister, Finance / Chief Financial Officer. There are 6 peer positions at the same reporting level.

5 positions report to Director General, Financial Operations and Services.

• Linear organizational chart
  Assistant Deputy Minister, Finance / Chief Financial Officer
  • Director General, Strategic Financial Governance
  • Director General, Financial Management
  • Executive Director, Centre for Costing in Defence
  • Director General, Investment Planning & Financial Arrangements
  • Director, Planning & Coordination
  • Executive Assistant
  • Director General, Financial Operations and Services
    • Director, Financial Accounting
    • Director, Financial Operations
    • Manager, Financial Systems Operations
    • Manager, Travel & Payment Card Programs
    • Staff Officer

Evaluation Rationale

Title: Director General, Financial Operations and Services

General Accountability

Directs specific corporate business services as well as the operations, processes, facilities and systems for the Agency’s centralized data operations. Oversees Agency security policies, processes, systems, services, and frameworks, including the development and maintenance of the Business Continuity Plan.

Organization Structure

This is one of five (5) positions reporting to the Assistant Chief Statistician, Census, Operations and Informatics. See Annex A for the organization chart.

The two (2) positions reporting directly to the Director General, Operations and Departmental Security Officer are:

Director, Operations and Integration, (Staff of 276) responsible for the management of centralized and specialized services (e.g., collection instrument design, pre-tracing, imaging, data capture, data integration from various sources, data processing, coding and scanning) in support of major surveys, special projects and special business lines. This position oversees the distribution, printing and mail services across the organization. The Director manages the data operations center and the data processing activities of population and agriculture censuses. The position also oversees the recruitment processes, the management of the organization’s resources and the provision of logistics support to the HR Branch.

Director, Corporate Support Services, (Staff of 60) responsible for the management of corporate support services across the Agency. The Director oversees the provision of procurement and contracting, facilities management, departmental security, conference services and vehicle fleet management. Managing a physical security program is also a requirement of the position. The Director oversees the development of Business Continuity Plans, their testing by critical programs and the development of emergency response plans for the organization. The Director manages the coordination of telecommunications activities provided by Shared Services Canada (SSC) to the Agency.

Nature and Scope

The Agency’s mandate is derived primarily from the Statistics Act requiring the organization to design and carry out the collection, compilation, analysis and publication of statistical information on the economic, social and general conditions of the country and its citizens. The Agency’s mission is to inform Canadian citizens, businesses, and governments about the evolution of their society and economy and to promote a high-quality national statistical system. Information is produced in various formats for a wide range of users in the government, business, industrial, financial, health, education and other sectors throughout Canada to support and guide them in their policy- and decision-making.

It is within this context that the Director General, Operations and Departmental Security Officer (DG) provides strategic planning and management oversight of organization-wide centers of expertise in Operations and Integration as well as Corporate Services. The DG establishes and maintains collaborative working relationships with Public Services and Procurement Canada for facilities management, materiel management and contracting and represents the organization to negotiate agreements. As the Departmental Security Officer (DSO), the DG represents the organization on the Government of Canada Security Council, the Assistant Deputy Minister (ADM) Security and Identity Committee as well as on the Departmental Security Officer-IT security coordinators forum.

Within the Agency, the DG oversees the negotiations of service level agreements with the various fields, processing and operations support to major surveys and major contracts affecting a diversity of services. The DG is also a member of various steering committees to provide guidance and support for projects within the organization.

The DG manages the oversight of an integrated framework governing processes, systems and operations in the organization to support program delivery. There is a responsibility to achieve a reasonable balance between managerial expectations and priorities, survey requirements and the availability of human and financial resources in a streamlined environment. The DG is accountable for the strategic planning, design, development and integration of the processing activities of the censuses of population and agriculture with the on-going processing activities for the organization’s survey programs. The challenge involves the optimization of on-going processing activities to accommodate the significant increased demand associated with the short-term but high-volume work for Census activities. For example, 1400 additional staff are added to the site to respond to over 1.5 million help calls from Canadians and to process over 4.5 million questionnaires received from the Census programs.

As the DSO, the DG ensures the protection of the security of information holdings including information being processed, manipulated, stored, disseminated and shared with other departments and agencies. This requires a thorough knowledge of Agency policies and practices regarding the use and protection of information. To direct the national program and provide expert advice directly to senior management on security issues, the DG needs knowledge of federal legislation, central agency requirements, risk management principles, including due diligence and liability, governance and accountability frameworks, performance indicators and policy development.

The DG develops and implements the overall security and emergency preparedness planning program for the Agency. This role is carried out with increased accountability for the security function. The DG develops and maintains the Departmental Security Plan which is integrated in the internal management functions and aligned with corporate planning and risk management activities. The DG ensures that the Departmental Security Plan and supporting risk assessments are updated and revised regularly or when circumstances change significantly.

The DG develops and maintains the Business Continuity Plan (BCP) which includes all activities common to the Agency and can affect many programs. The DG ensures that the BCP and specific program BCPs are integrated in a coherent and consistent manner to provide the roadmap for continuing operations under adverse conditions and to recover its facility, data and assets.

The DG also oversees the delivery of a diverse suite of corporate business services in support of agency programs and operations. The challenge involves balancing competing managerial service needs in the field and the availability of human, financial and material resources. Developing facilities and telecommunication management frameworks for strategic and operational policies, procedures, directives and guidelines as well as service delivery for all installations is a requirement for the position. The DG develops the overall strategies to allow for increasing the Agency’s workforce to accommodate a substantial influx of cost-recovery work in the short- to mid-term while adhering to space optimization requirements and directives. The challenge involves balancing the pressure imposed by central agencies to reduce their footprint with the Department’s evolving business requirements. In addition, the DG is challenged to coordinate the various rationalization initiatives put forward by SSC in the telecommunications areas. Telecommunications are critical for the Agency’s ongoing data survey collection operations and clients (data users) requiring the DG to ensure minimal disruption to on-going operations and SSC solutions respond to requirements.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Directorate’s mandate.
2. Provides expert advice on the delivery of survey data services, agency security services and procurement and contracting services to the Assistant Chief Statistician, Chief Statistician and senior managers.
3. Oversees the development of cost-effective survey data processing services to enable production of Agency’s statistical estimates. Manages the Data Operations Centre for the Censuses of Population and Agriculture.
4. Oversees the provision of procurement and contracting, facilities management, agency security, conference services and vehicle fleet management.
5. Manages the delivery of departmental security services by establishing the Departmental Security Plan, programs, frameworks, systems and governance as the organization’s DSO.
6. Establishes policy and accountability frameworks for procurement and contracting services to ensure compliance with policies, directives and legal obligations.
7. Oversees the development and maintenance of business continuity plans, their testing by critical programs and the development of emergency response plans for the Agency.
8. Represents the Agency before central agencies to negotiate agreements and major contracts. Defends the Department’s position on critical issues.
9. Manages the human, financial, and material resources of the Directorate with prudence and probity.

Benchmark 37 - Text version

BM37: Director General, Operations and Departmental Security Officer
The subject position is at the second managerial level reporting to the Assistant Chief Statistician, Census, Operations and Informatics. There are 4 peer positions at the same reporting level.

Reporting to Director General, Operations and Departmental Security Officer are 2 directors.

• Linear organizational chart
  Assistant Chief Statistician, Census, Operations and Informatics
  • Director General, Census Program
  • Director General, Collection and Regional Services
  • Director General, Informatics
  • Director General, IT Operations
  • Director General, Operations and Departmental Security Officer
    • Director, Operations and Integration
    • Director, Corporate Support Services

Evaluation Rationale

Title: Director General, Operations and Departmental Security Officer

General Accountability

Oversees the operations that provide benefits and services to Veterans.

Organization Structure

This is one of five (5) positions reporting to the Assistant Deputy Minister, Service Delivery. See Annex A for the organization chart.

The six (6) positions reporting directly to the Director General, Centralized Operations are:

Director, Benefit Operations, (Staff of 383) responsible for the management of the benefit and service delivery, and improvement frameworks to improve the delivery system. The position manages the provision of support for policy priorities and agenda and its adherence to protocols and agreements. The Director oversees the long-term business planning, program monitoring and reporting processes.

Initiatives and Projects Manager, (Staff of 11) responsible for the design and implementation of learning initiatives, and initiatives to streamline processes and improve service delivery for departmental programs; and for legislative, regulatory, program and service delivery research, analysis, communications and advisory services.

Manager, Planning and Support Services, (Staff of 10) responsible for the management of corporate planning, monitoring and reporting activities on behalf of the Division.

Manager, Workload Monitoring and Quality Assurance, (Staff of 4) responsible for monitoring and improvements to divisional workflow. The Manager oversees the design and implementation of quality assurance processes.

Manager, National First Level Appeals, (Staff of 14) responsible for the delivery of national health care and New Veterans Charter first level appeals. The position manages the quality assurance program concerning service delivery. The Manager oversees the development and monitoring of process improvements.

Strategic Advisor, (Staff of 1) responsible for the provision of strategic reporting, management and advisory services to divisional management.

Nature and Scope

The Department articulates and operationalizes the nation’s responsibilities towards its armed forces. The Government of Canada, through the Department, commits to compensating members for injuries sustained, reintegrating them into society, and recognizing their sacrifices and achievements. Departmental clientele includes Veterans from the Second World War and the Korean War, former and recently serving members of the Canadian Armed Forces (CAF), the Royal Canadian Mounted Police (RCMP) and certain civilians as well as eligible family members (survivors and dependents).

It is in this context that the Director General, Centralized Operations (DG) manages the resources, infrastructure and mechanisms that provide benefits and services to Veterans, other clients and families living in Canada and abroad. A primary responsibility of the DG is to keep the Assistant Deputy Minister informed of all matters which significantly impact on the Branch or which may be politically sensitive. As an integral member of the Branch Management Team, the DG contributes to the development of objectives, policies, initiatives and operational plans of the Branch and collaborates in executive decision-making regarding the planning, allocation and management of departmental resources.

The DG oversees the determination of eligibility for awards, pensions and allowances, thereby determining clients’ access to the Department’s treatment and health programs in accordance with budgeted program expenditures. Eligibility for allowances is also jointly managed with other government programs like the Old Age Security and Guaranteed Income Supplement. Program limits, joint negotiations and parallel benefits are shared with other departments, particularly National Defence (DND) and the RCMP. All CAF members released for medical reasons attributable to service can apply for priority entitlement in Public Service employment opportunities. The DG provides direction in the adjudication of these cases.

The DG is responsible for serving several distinctly different client populations and determining the programs/services for which they qualify. The position monitors expenditures to stay within funding levels and explores alternative delivery modes to reduce financial measures. A key challenge is to resolve shortcomings in the level and range of mental health services available to clients and their families and to address the limited resource pool of mental health professionals within the health care system.

The DG must also plan for the changing health care needs of Veterans and the political demands by provincial governments for the enhanced departmental financial commitment to programs.

The determination of the medical merits of claims for disability pension entitlement and the assessment of the degree of disability entitlement that is granted are subject to media and public scrutiny. The DG is tasked with the oversight of high-profile cases that are directly in the media spotlight. When cases bring operational or systemic issues to light, the DG addresses these challenges through direct operational recommendations to the Branch (e.g., contributing to legislative, regulatory and policy agendas, the development of new programs and service delivery modalities, strategic review of program and service performance and relevancy).

The DG has authority to approve certain benefits that are outside the scope of all other Veterans benefits such as Exceptional Treatment Benefits. As with all other decisions made by the DG concerning pensions, disability awards and other Veterans programs, the decisions taken frequently set precedents for future entitlements, so careful attention must be taken in their determination and approval.

The DG works collaboratively with representatives from the Office of the Veterans Ombudsman to resolve systemic issues and barriers experienced by Veterans in accessing and receiving benefits or services. The DG is also accountable for developing effective strategies in response to reports, position papers, submissions and briefings from the Ombudsman that address systemic or operational issues identified through their investigations.

The DG engages in the development of strategic partnerships and promotes a coordinated approach among the numerous stakeholders in the delivery of programs and services. For program and service delivery to work effectively, it is crucial that the DG maintain ongoing collaboration of intelligence with counterparts in CAF, RCMP and other federal departments. The DG also participates in discussions to enhance the level of benefits and services provided by the Department to RCMP Members with the objective of bringing RCMP Members on as full-service clients.

The DG participates as a departmental representative on DND committees and ad-hoc teams created to improve or re-align benefits and services. These relationships help to ensure a consistent approach is used for all stakeholder groups, to gain buy-in and to address new and emerging needs of the Veteran population.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of benefits and services to Veterans, their families and other clients living in Canada and abroad.
2. Provides expert advice on the implementation of program and policy initiatives to ensure service excellence and development of a Veteran-centric organization.
3. Manages the delivery of national benefits processing, expert advisory, strategic and program support services and policy direction to Service Delivery and Program Management Division.
4. Oversees the development of policy that impacts legislation for the provision of benefits and services in line with the priorities and objectives of the Minister and the Government of Canada.
5. Manages new programs and services to ensure productivity and to sustain a creative and efficient professional environment.
6. Collaborates with colleagues in other Branches, officials of other departments and other clients to develop strategies to address operational and program issues; and represents the Department and the Branch at national committees.
7. Manages the human, financial, and material resources of the Division with prudence and probity.

Benchmark 38 - Text version

BM38: Director General, Centralized Operations
The subject position is at the second managerial level reporting to the Assistant Deputy Minister, Service Delivery. There are 4 peer positions at the same reporting level.

6 positions report to Director General, Centralized Operations.

• Linear organizational chart
  Assistant Deputy Minister, Service Delivery
  • Director General, Service Delivery & Program Management
  • Director General, Health Professionals
  • Director General, Field Operations
  • Director General, Strategic Priorities Implementation
  • Director General, Centralized Operations
    • Director, Benefit Operations
    • Initiatives and Projects Manager
    • Strategic Advisor
    • Manager, Planning and Support Services
    • Manager, Workload Monitoring and Quality Assurance
    • Manager, National First Level Appeals

Evaluation Rationale

Title: Director General, Centralized Operations

General Accountability

Manages the policy, legislative, regulatory and program frameworks governing the Pan-Canadian Framework on Clean Growth and Climate Change and the Pan-Canadian Approach to Pricing Carbon Pollution.

Organization Structure

This is one of five (5) positions reporting to the Assistant Deputy Minister, Environmental Protection Branch. See “Annex A” for the organization chart.

The two (2) senior positions reporting to the Director General, Carbon Pricing Bureau are:

Director, Carbon Pricing System Division, (Staff of 8-15) responsible for managing the development and implementation of the federal carbon pricing system, including legislation, regulations and emissions trading systems.

Director, Pan-Canadian Pricing Framework Division, (Staff of 8-15) responsible for managing the implementation of pan-Canadian carbon pricing commitments, including: technical support and assessment of provincial/territorial carbon pricing systems; federal/provincial/territorial reviews of carbon pricing in Canada; Indigenous and stakeholder engagement; support for compliance mechanisms for the federal system; development of carbon pricing mechanism to address greenhouse gas emissions from inter-provincial aviation; and other Pan-Canadian Carbon Pricing commitments.

Nature and Scope

The organization is the lead federal department for a wide range of environmental issues. It addresses these issues through various actions including: the implementation of the Pan-Canadian Framework on Clean Growth and Climate Change; engaging with strategic partners including provinces, territories and Indigenous peoples, scientific research, policy and regulatory development; and through the enforcement of environmental laws. The Department’s programs focus on minimizing threats to Canadians and their environment from pollution, equipping Canadians to make informed decisions on weather, water and climate conditions and conserving and restoring Canada’s natural environment.

The Pan-Canadian Framework on Clean Growth and Climate Change is a comprehensive plan to reduce emissions across all sectors of Canada’s economy, to stimulate clean economic growth, and to build resilience to the impacts of climate change. The framework builds on the early leadership of provinces and territories and the diverse array of policies and measures already in place across Canada to reduce greenhouse gas emissions in all sectors of the economy. A central component of the Pan-Canadian Framework is the commitment to addressing carbon pollution across the country.

It is within this context that the Director General, Carbon Pricing Bureau (DG) oversees the Bureau’s mandate to develop and administer the federal carbon pricing system and implement the pan-Canadian Approach to pricing carbon. The position is responsible for developing legislation, regulations and policies to implement a carbon pollution pricing system on behalf of the Government of Canada. The DG oversees the development and implementation of a federal carbon pricing system and other commitments under the Pan-Canadian Carbon Pricing Approach, including assessment of provincial/territorial systems, conducting studies to identify the impact of carbon pricing on communities, competitiveness and development under the Pan-Canadian carbon pricing approach. The DG provides expert advice and intelligence to senior management, provincial/territorial partners and stakeholders on carbon pricing matters.

The DG participates in and provides input into international discussions and negotiations regarding carbon pricing and the role of carbon markets. This may require national travel, and occasional international travel. The DG supports the Minister’s role as Co-Chair of the World Bank-led High-Level Assembly of the Carbon Pricing Leadership Coalition. The Director General is also a full member of the Environmental Protection Branch Executive Management Team and contributes to the effective and efficient management of the Directorate.

As a federal policy expert on the carbon pricing system and policy, the DG manages the conduct of environmental scanning and research activities to develop intelligence to support senior management decision making and the Minister’s responsibilities in Parliament that may result in precedent-setting decisions and/or changes to legislation, direction, policies, programs or priorities. The DG participates in the development of joint briefings with the various program areas and the delivery of policy advice to the Executive Management Committee as the Department takes a more collaborative approach to program/policy development and issues management.

The DG consults with major stakeholders representing the industry, consumer and community groups to gather and analyze input, to assess impacts as part of the development of the carbon pricing backstop, and to foster an understanding of the Pan-Canadian approach to pricing carbon pollution. The DG deals with senior officials from provincial/territorial governments to promote acceptance of carbon pricing and provide guidance on the development of their carbon pollution pricing systems.

The DG oversees impact assessment studies on carbon pricing, including the Federal/Provincial/Territorial review of competitiveness and carbon leakage for emissions-intensive trade-exposed industries. The position also oversees the review of impacts of carbon pricing on the north through a joint study with the three territories and identification of solutions to address the unique circumstances of indigenous peoples. Decisions on carbon pricing can have a major economic impact on a number of stakeholders and the DG is required to lead consultations with other levels of government, indigenous communities and multiple stakeholders, including industry and industry/business associations.

The DG oversees the formulation of carbon pricing recommendations and proposals. This affects both federal and provincial levels of government, industry, the general public, the economy in general and ultimately, the environment. The DG works closely with colleagues and draws on experts from various sectors to develop legislative proposals, policies, regulations and briefing materials for the Assistant Deputy Minister and Deputy Minister.

The DG is responsible for the implementation, administration and improvement of the federal carbon pricing backstop system, specifically the output-based pricing system, on behalf of the Department. The DG develops the system and assesses whether provincial/territorial carbon pricing systems meet the federal benchmark specified in the pan-Canadian approach to pricing carbon pollution to ensure carbon pricing applies to a broad set of emission sources.

The DG oversees the development and implementation of an outreach program and strategy aimed at promoting awareness of the federal carbon pricing system. In addition, the DG implements a stakeholder engagement strategy and plan to consult with provincial/territorial governments and other stakeholders across Canada in program and policy development activities. The Director General is required to deal with potential provincial/territorial opposition in carbon pricing. Consequently, the DG promotes the approach and demonstrates its environmental and economic value and benefits to the province/territory, Canada and to the environment. The DG establishes the registration and tracking systems necessary for compliance with the output-based pricing component of the federal carbon pricing system.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Bureau’s mandate.
2. Provides expert advice to the Assistant Deputy Minister, Deputy Minister and Minister on carbon pricing and coordinates responses to external stakeholders, including the media and Parliament.
3. Manages the development of legislation, regulations and policies related to carbon pricing, including the development and implementation of the federal carbon output-based pricing system.
4. Manages research studies and intelligence gathering on developments in carbon pricing in other jurisdictions and quantifies impacts of pricing carbon pollution on competitiveness and communities.
5. Develops a program quality assurance and review framework to oversee the reviews of carbon pricing in collaboration with provinces/territories.
6. Develops and maintains collaborative relationships, works with provinces/territories and provides guidance on the development and implementation of the Pan-Canadian approach, including the design of their carbon pricing systems to align with the federal benchmark on carbon pricing.
7. Supports the Minister as Co-Chair of the World Bank-led High-Level Assembly of the Carbon Pricing Leadership Coalition and participates in a variety of international discussions and negotiations on carbon pricing and the role of carbon markets.
8. Manages the human, financial, and material resources of the Bureau with prudence and probity.

Benchmark 39 - Text version

BM39: Director General, Carbon Pricing Bureau
The subject position is at the second managerial level reporting to the Assistant Deputy Minister, Environmental Protection Branch. There are 4 peer positions at the same reporting level.

Reporting to Director General, Carbon Pricing Bureau are 2 directors.

• Linear organizational chart
  Assistant Deputy Minister, Environmental Protection Branch
  • Director General, Legislative & Regulatory Affairs
  • Director General, Energy and Transportation
  • Director General, Industrial Sectors, Chemicals, and Waste Directorate
  • Director General, Environmental Protection Operations
  • Director General, Carbon Pricing Bureau
    • Director, Carbon Pricing System Division
    • Director, Pan-Canadian Pricing Framework Division

Evaluation Rationale

Title: Director General, Carbon Pricing Bureau

General Accountability

Accountable for protecting and promoting all Canadian interests in and with Guatemala, through the management of all Canadian federal government programs in Guatemala, and through the provision of information, advice and assistance to departments in Ottawa, to provincial government representatives, to visiting Canadian individuals and organizations from the private sector and, on request, to Guatemalan officials, organizations, business people and other individuals with interests in Canadian matters.

Organization Structure

The Ambassador, Guatemala is appointed by Cabinet and confirmed by Order–in-Council. The HOM reports to and is accountable to the Deputy Minister of Foreign Affairs and the Associate Deputy Ministers of the Department and the relevant Deputy Ministers of all departments with programs in Guatemala. See Annex A for the organization chart.

The six (6) positions reporting directly to the Ambassador, Guatemala are:

First Secretary, Head of Immigration, (Staff of 3) responsible for the management of the Canadian immigration program in the host country.

First Secretary, Head of International Development, (Staff of 3) responsible for the management of Canada's programs supporting development and humanitarian results in the host country.

Counsellor, International Business Development, (Staff of 2) responsible for the management of commercial relations and trade in the host country.

Counsellor, Foreign Policy and Diplomacy Service, (Staff of 2) responsible for the promotion of bilateral political and parliamentary relations, press/media and public affairs.

Counsellor, Consular and Management Services, (Staff of 20) responsible for managing the overall administration of the Mission abroad and the consular program to assist Canadians within the host country.

Attaché and Vice Consul responsible for the provision of administrative support to the Head of Mission and Mission staff.

Nature and Scope

The Department manages Canada's diplomatic and consular relations, promotes the country's international trade and leads Canada’s international development and humanitarian assistance. The Embassy is a focal point for Canadian relations with Guatemala. Engagement with Guatemala emphasizes food security and nutrition, sustainable economic growth, improvement of citizen security and access to justice, combating organized crime, transitional justice and promotion of human rights, growing trade, investment and development of corporate social responsibility.

It is within this context that the Ambassador, Guatemala must be aware of major developments in Guatemala in the fields of politics, international development, economics and commerce. The Ambassador ensures that advice and assistance are provided to officials of other Canadian government departments, agencies, provincial governments as well as to senior representatives of Canadian companies and other private organizations and individuals with interests in Guatemala.

The Ambassador oversees all Embassy programs and deals with personnel and administration questions referred by staff, in consultation with headquarters departments. Many Embassy staff are hired locally and are subject to terms and conditions of employment and pension plans that differ from those of Canada-based employees. The position also establishes plans and objectives for Embassy programs and requests the resources required. The Ambassador is responsible for the effective distribution and use of human, financial and material resources, ensuring that programs meet their objectives, in accordance with established priorities.

The position oversees consular services to Canadians residing in or visiting the country, protecting their interests, ensuring their safety and security and making representations to Guatemalan officials in cases of distressed Canadians.

The Ambassador explains Canadian positions on matters of bilateral or multilateral concern to Ministers and officials of the Guatemalan government and seeks to influence them in favour of Canada. The position also informs the Canadian government of important developments in Guatemala and its government's position on questions of mutual interest and offers advice on policies that Canada should adopt in relations with Guatemala.

A significant part of the Ambassador's activity is devoted to encouraging more direct contacts between Canadians and Guatemalans in all fields, with a special emphasis on humanitarian assistance and potential trade. The Ambassador also works to make Canadians aware of opportunities and challenges in Guatemala and meets with visiting Canadians, federal and provincial officials and business people. Through social media, speeches, film screenings, cultural and other exhibits, public appearances and official hospitality, the Ambassador plays an important role in representing Canada to opinion leaders in Guatemala and encourages closer economic and cultural relations between the two countries.

The Ambassador builds on Canadian and Guatemalan interests in the international organizations to which each belongs and develops an understanding of interests and concerns of Guatemalan officials engaged in policy making in their respective fields. The position also proposes policy changes to headquarters bureaus and initiates bilateral exchanges (e.g., ministerial visits, trade missions).

The Ambassador must develop and maintain a wide range of senior Canadian and Guatemalan contacts to build a strong relationship between the two countries. In Canada, these contacts include federal and provincial ministers, senior public servants and top-level businesspeople. In Guatemala, where decision-making is concentrated at a high level, it is essential that the Ambassador have access to ministers and, on occasion, the President.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Embassy’s mandate.
2. Provides expert advice to the Canadian Government on domestic and international issues affecting the host country to contribute to the formulation of Canadian policy.
3. Oversees the protection of the interests and rights of Canadian travellers by providing comprehensive consular services.
4. Manages the entry of host country citizens into Canada for temporary or permanent residence through the application of Canadian immigration policy and procedures.
5. Manages Canadian programs that promote development and humanitarian assistance within the host country. Oversees the implementation of a public affairs program to improve their citizens’ knowledge of Canada.
6. Manages the promotion of Canadian trade and industrial potential within the host country.
7. Oversees the development of bilateral relations between Canada and the host country to encourage closer political, economic, commercial and cultural cooperation.
8. Manages the human, financial, and material resources of the Embassy with prudence and probity.

Benchmark 40 - Text version

BM40: Ambassador, Guatemala
The subject position is at the second managerial level reporting to the Associate Deputy Minister of Foreign Affairs. There are more than 15 peer positions at the same reporting level.

6 positions report to Ambassador, Guatemala.

• Linear organizational chart
  Associate Deputy Minister of Foreign Affairs
  • Heads of Mission Abroad
  • ADM, Strategic Policy
  • ADM, Global Issues and Development
  • ADM, International Security and Political Affairs
  • ADM, International Business
  • ADM, Partnerships for Development Innovation
  • ADM, Trade Policy and Negotiations
  • ADM, Consular, Security and Emergency Management
  • ADM, Public Affairs
  • ADM, Human Resources
  • ADM, International Platform
  • ADM, Corporate Planning, Finance and Information Technology
  • ADM, Americas
  • ADM, Sub-Saharan Africa
  • ADM, Europe, Middle East and Maghreb
  • Ambassador, Guatemala
    • First Secretary, Head of Immigration
    • First Secretary, Head of International Development
    • Counsellor, Foreign Policy and Diplomacy Service
    • Counsellor, Consular and Management Services
    • Counsellor, International Business Development
    • Attaché and Vice Consul

Evaluation Rationale

Title: Ambassador, Guatemala