Appendix C - Benchmark Positions - Executive Group Benchmark 49 to 60 (EX-04)

General Accountability

Is accountable for providing leadership as the government authority on Public Service management issues related to human resources management priorities and initiatives; and managing and terminating Governor-in-Council (GiC) and Deputy Minister (DM) appointments across the Public Service.

Organization Structure

This position is one of three (3) positions reporting to the Deputy Secretary to the Cabinet. See Annex A for the organization chart.

Four (4) senior positions report to the Assistant Secretary to the Cabinet, Senior Personnel:

Director, Human Resources Management Policies and Priorities, (staff of 8) responsible for managing a centre of policy expertise engaged in developing, promoting and advancing strategic advice and guidance for identifying and addressing corporate issues related to the sustainable renewal of human resources in the Public Service; and providing support to the Clerk of the Privy Council-the Head of the Public Service-in promoting and advancing the government's agenda for Public Service reform and in developing strategies and initiatives to address priority issues related to Public Service renewal.

Director, Talent Development and Human Resources Planning, (staff of 4) responsible for providing professional advice and assistance to the Assistant Secretary in the management of a centre for assisting the DM community in addressing career management issues; developing policies and processes to enhance the leadership and performance management of the senior executive cadre (EX-4 and EX-5 levels); researching and analyzing trends and developments in the management of senior level human resources; and providing secretariat services for the Committee of Senior Officials (COSO).

Director, Appointments, Recruitment and Succession Planning, (staff of 7) responsible for the development and implementation of operational policies, processes and systems for recruiting and appointing GiC and DM appointees; developing and implementing innovative approaches to the recruitment of talent from the private sector; providing advice on the appropriate terms and conditions of GiC appointments; managing a comprehensive program on conflict of interest, and values and ethics for senior personnel; and providing support to the Prime Minister's Office in the management of the GiC selection and appointment process.

Director, Compensation Policies and Programs, (staff of 4) responsible for the development and implementation of operational policies, programs and systems for the GiC, as well as terms and conditions of appointment, and compensation and benefits programs; and maintains an effective working relationship with the Prime Minister's Office.

Nature & Scope

The Privy Council Office is primarily responsible for providing information, advice and services to the Prime Minister in relation to the Prime Minister's responsibilities as Head of the Government and the Federation. Functioning as the interface between Ministers and the permanent administrative structure of government, the Office ensures that the government's priorities and objectives are transmitted for implementation and administration and provides Secretariat services, support for decision-making processes, and policy advice to the Cabinet and to the Chairs of Cabinet committees.

It is within this context that the Assistant Secretary to the Cabinet, Senior Personnel is responsible for formulating and advancing the human resources management agenda for the Public Service and for initiating policy development and implementation strategies covering corporate senior human resources management.

The Assistant Secretary provides professional and managerial advice and policy leadership related to the senior appointment system, succession planning, leadership development, performance management, compensation and benefits, and conflict of interest matters for senior officials, such as Associate Deputy Ministers, Deputy Ministers and GiC appointees.

Within this mandate, the Assistant Secretary is responsible for monitoring and reporting on various aspects of the renewal agenda, including concepts and approaches required for supporting various initiatives under the umbrella of Results for Canadians, including modernization of the comptrollership function, portfolio management and DM accountability.

The position is also accountable for monitoring government-wide corporate support and the impact of human resources modernization plans and initiatives on recruitment, staffing, classification, labour relations, collective bargaining, pay and benefits, values and ethics, and employment equity matters impacting the workforce of the future and the government's ability to attract and retain a skilled workforce.

The Assistant Secretary directs the management of the classification, annual performance and salary review, and compensation process for the GiC community; DMs; chairs and chief executives of Crown corporations; and heads of agencies, boards and commissions. The position is responsible for directing the GiC appointment process, including interviews, selection and appointment recommendations to the Prime Minister's Office and Cabinet. The position is also responsible for directing the high-flyer review undertaken by COSO, and integrating these results into the senior officer succession management process. The position works closely with the Public Service Commission and with Foreign Affairs Canada to identify key positions in the Public Service or with international organizations (the United Nations, the Organization for Economic Co-operation and Development and the World Bank) to ensure the placement of highly qualified Canadians.

The Assistant Secretary is responsible for supporting the work of the Advisory Committee on Senior Level Retention and Compensation as it applies to the GiC community. This includes preparation of research, briefings and recommended courses of action for the Committee Chair. A key challenge is to remain aware of current national and international trends in executive compensation in both the private and public sectors in order to analyze and make recommendations on Treasury Board Secretariat and other compensation data submitted to the Advisory Committee.

One of the key challenges is to provide advice to the Clerk and Prime Minister as to appropriate individuals to fill the highest government positions as well as advice on appropriate compensation, benefits and relevant career and succession management matters. In meeting this challenge, the Assistant Secretary provides advice to the Prime Minister and the Chair of the COSO, who is the Clerk of the Privy Council, on managing meetings and resolving potential conflicts, based on the knowledge of the differing opinions of key stakeholders.

In carrying out these duties, the position has contact with a broad range of senior officials in the federal government, including the Secretary of the Treasury Board, the DM of Justice, other DMs and the Heads of Crown corporations, agencies and government boards, such as the Public Service Commission, the Public Service Human Resources Management Agency and the Canada School of Public Service, as well as in private consulting firms, on issues affecting the general direction of human resources management reform initiatives, and senior appointments and compensation.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides leadership in identifying critical public administration management issues and develops options for resolving them by recommending courses of action or negotiating approaches to ensure the most effective solutions to broad management issues.
2. Directs the development of major policy initiatives and proposals, briefing materials and recommendations for the consideration of the Clerk of the Privy Council or the Prime Minister to ensure that the government's priority of improving corporate human resources management policies and practices maintains its momentum across the Public Service.
3. Leads the planning, development and implementation of human resources management policies, practices and strategies. This involves the recruitment and appointment, career management, performance assessment, compensation and termination processes for the GiC population to ensure the proper appointment process and the effective career management of the most senior leaders in government.
4. Provides advice and recommendations to the Clerk, the COSO and the Prime Minister to facilitate the appointment and compensation of senior officials.
5. Assists in the coordination of the operations of the Advisory Committee on Senior Level Retention and Compensation with a view to providing the Committee with the best advice on compensation data and practices that affect the compensation of the GiC population.
6. Manages the Branch by establishing managerial objectives, targets and standards of performance, as well as staff development requirements.

Benchmark 49 - Text version

BM49: Assistant Secretary to the Cabinet, Senior Personnel
The subject position is at the first managerial level reporting to Deputy Secretary to the Cabinet, Senior Personnel and Public Service Renewal. There are 2 peer positions at the same reporting level.

Reporting to Assistant Secretary to the Cabinet, Senior Personnel are 4 directors.

• Linear organizational chart
  Deputy Secretary to the Cabinet, Senior Personnel and Public Service Renewal
  • Assistant Secretary to the Cabinet, Public Service Renewal
  • Special Advisor, Management Priorities
  • Assistant Secretary to the Cabinet, Senior Personnel
    • Director, Human Resources Management Policies and Priorities
    • Director, Talent Development and Human Resources Planning
    • Director, Appointments, Recruitment and Succession Planning
    • Director, Compensation Policies and Programs

Evaluation Rationale

Title: Assistant Secretary to Cabinet, Senior Personnel

General Accountability

Planning, management and delivery of the Department’s priorities, programs and services in the Region and functional responsibility for the maintenance of corporate services for and operational linkages with the Canadian Coast Guard (CCG).

Organization Structure

This position is one of nineteen (19 positions) reporting to the Deputy Minister. See “Annex A” for the organization chart.

The nine (9) positions reporting to the Regional Director General, Maritimes are: 

Associate Regional Director General, (Staff of 175) provides strategic leadership and advice in the management of regional corporate programs including all aspects of human resources, real property, safety & security, and finance. This involves managing a complex budget, providing leadership in the administration of federal infrastructure programs, and managing corporate relations with the Canadian Coast Guard Atlantic as well as functional responsibilities for information management and information technology. Strategically manages regional communications, policy &economics activities and initiatives including the formulation and implementation of the Region’s policy and planning frameworks. Directs the Small Craft Harbours program for the Maritimes Region to ensure the effective management, maintenance and administration of Small Craft Harbours and related infrastructures. Leads the analysis and resolution of existing and emerging horizontal and cross cutting issues and initiatives. Represents the Department and the Region in support of the RDG in formal and informal meetings with external parties; and in developing effective working relationships with Indigenous groups, provinces, other government departments, industry and stakeholders.

Regional Director, Fisheries Management, (Staff of 198) delivers the regional fisheries management program to conserve, protect, develop and enhance the fishery resource base; directs negotiation of agreements and shared working arrangements with First Nations; represents the interests and concerns of the Department in the resolution of major issues; provides regional senior executive leadership for the managing, licensing, monitoring and enforcing relating to Aboriginal, commercial and recreational fisheries; oversees the development of commercial, recreational and Aboriginal fisheries policies; develops management plans and priorities for commercial fisheries, marine mammals and developing fisheries that integrate science, economic, enforcement and management issues; leads negotiations, consultations, advisory bodies and public meetings with stakeholders; provides advice to senior regional and national officials in relation to fisheries management; leads the regional implementation of fisheries management decisions through fishing licence conditions, harvesting plans, policies and regulations; promotes regulatory and legal changes to improve compliance; maintains strong relationships with Indigenous communities and stakeholders to ensure full participation in the aquatic sector; addresses fisheries management concerns related to transboundary stocks.

Regional Director, Science, (Staff of 360) delivers a science program for research, monitoring, data collection and quality control and products and services in fisheries and ecosystem science, hydrography and oceanography to support the management and development of fisheries and aquaculture, protection of species at risk and fish habitat, marine conservation planning, mitigation of ecosystem stressors, adaptation to climate change, and safe navigation; provides support to emergency preparedness and response, provides advice, strategies and plans to leaders of the Department of Fisheries and Oceans (DFO) based on the analysis of issues and data consistent with the responsibilities and capabilities of the regional Science Branch; contributes to the management of horizontal issues; provides science advice for decision-making; develops and establishes collaborative science projects with internal (other regions) and external partners (academia, NGO’s, industry, international organizations) to meet departmental goals.

Regional Director, Ecosystems Management, (Staff of 60) provides leadership in the development, design and co-ordination of national operational policies, plans and programs related to the management of ocean resources and ecology, aquatic habitats, and human activities affecting aquatic environments across the Region. These efforts serve to support the achievement of the Department’s mandate for the integrated management and stewardship of Canada’s oceans, the coordination of regional initiatives directed at protecting Species at Risk and fisheries protection to ensure the sustained economic utilization of Canada's renewable resources in an environmentally safe and sound manner.

Area Director, (Eastern Nova Scotia, Southwest Nova Scotia and Southwest New Brunswick) [x3], (Staff of 34 in each area) coordinates, plans and manages the direct delivery of services; provides expertise in the direction and implementation of departmental and regional policies, plans and programs; provides leadership for the implementation and integration of operational programs with other sectors and government agencies; leads the development and implementation of fisheries management plans; acts as a focal point for inquiries regarding policies, operations and service delivery and community-based multi-stakeholder consultations; and leads the implementation of local and international fishing plans and the Canada Oceans Act; provides leadership and consultation on Indigenous engagement and relationship development; provides community based departmental leadership on key Government of Canada priorities; provides leadership on engagement and relationship building with area industry.

Director, Atlantic Fisheries Fund, (Staff of 20) implements and coordinates the management and delivery of the Atlantic Fisheries Fund (AFF)  in Atlantic Canada and the Canadian Fish and Seafood Program nationally; coordinates the development  and implementation of AFF stakeholder, industry and Indigenous group engagement strategies; coordinates AFF Secretariat engagements with the other agencies and levels of government, builds and fosters strong working relationships with provincial and territorial partners;  provides advice to the RDG regarding the effective implementation and delivery of the AFF program.

Regional Director General’s Office and Federal Provincial Relations, (Staff of 5) implements and coordinates cross-sectoral activities involving management and delivery of a diverse range of departmental programs in the Region; coordinates the development of a regional management strategy; coordinates the Region’s interactions with other agencies, levels of government, unions, and engagement with stakeholders; provides advice to RDG and sector managers regarding policy, programs, legislation and priorities.

Nature And Scope

The Department is responsible for policies and programs to support Canada's economic, ecological and scientific interests in the oceans and freshwater ecosystems, the conservation and sustainable utilization of Canada's fisheries resources in marine and inland waters and for marine services responsive to the needs of Canadians in a global economy. The Department's mandate, programs, and services directly affect the livelihoods of thousands of Canadians in ocean and freshwater industries throughout Canada, from fishing and marine transportation to tourism and recreation, as well as international commitments to conservation, protection and sustainable development.

It is within this context that the Regional Director General, Maritimes (RDG) is called upon to provide corporate leadership of the delivery of the Department's programs and services in the Region. This encompasses both direct responsibility for the management of the wide range of programs that fall within the RDG’s mandate and the functional responsibility for the maintenance of operational linkages with the Canadian Coast Guard (CCG). The RDG plans, directs and monitors the development of operational policies, plans, procedures and services in support of the achievement of the departmental mandate within the Region and ensures a coordinated response to the needs of Indigenous peoples, stakeholders and clients as well as to the socio-economic goals of the Government.

The RDG participates in determining the corporate strategic directions, policies, plans and priorities for the Department as a member of the departmental Executive Table, comprised of Assistant Deputy Ministers, Regional Directors General and executive boards. The RDG takes a lead role in the resolution of complex and cross-cutting national and/or regional issues that have corporate implications; and assumes the role of corporate Champion, leading the development of required strategies and implementation frameworks for the major national and corporate issues assigned by the Deputy Minister and/or the departmental Executive Table.

As the senior departmental official in the Region, the RDG ensures that federal, departmental and regional objectives are harmonized with provincial objectives within the context of the Departmental Results Framework, and strategic and regional business plans. The RDG’s challenge is to ensure that the corporate interests of the Department and Region are effectively served and communicated internally to employees and externally to stakeholders/clients within the diverse communities of interest. This entails translating the corporate vision of the Department into coordinated, united and cohesive plans of action for achieving the strategic and operational goals of the Department within the Region.

As the operational head for scientific research, marine ecology and fisheries and oceans management strategies, the RDG ensures that research activities into the biological, chemical and physical determinants of the marine environment are integrated into the management, protection and enhancement of the fishery resource; and  ensures that long and short-range planning for the fishery and its habitat is established on a scientific basis by overseeing the assessment of fish stocks, the forecasting of fish stock abundance, the examination of the potential development and application of aquaculture techniques, the investigation of methods for protecting marine fish habitats and aquatic species at risk, and the development of proposals for the expansion of economically valuable species.

The RDG oversees and directs the Region’s high-level involvement with the fishing industry (i.e., commercial, recreational and Aboriginal) by providing insight, guidance and leadership of the resolution of major legislative, policy and program initiatives and issues. This requires constant interfaces with Indigenous groups and First Nations leadership, leadership of other Federal departments, provincial governments, fish harvesting and processing company presidents, boat owners' representatives, heads of conservation and recreational organizations, university administrators and professors, plus chambers of commerce, boards of trade and other public and private bodies with an interest in the fishery and the fish processing industry. The RDG develops and directs the implementation of strategies and initiatives that encourage the harmonization of often-conflicting user groups: foreign and Canadian commercial fishers and offshore and inshore commercial, recreational and Indigenous harvesters. The position directs the application of fishing conservation and protection plans and regulations within the 200-mile economic zone.

The RDG integrates the departmental management regime into regional strategies and initiatives to protect and preserve resources through the establishment, monitoring, surveillance and enforcement of fishing and oceans management plans. The RDG directs contributions to the development of fish management policies that reflect the environmental and socio-economic realities of the Region; and leads negotiations with the Region’s Indigenous groups on issues such as fisheries and ecosystem protection, access and allocation, and the joint enforcement of agreements. The challenge is to enhance Indigenous self-management of the resource in compliance with court rulings on Aboriginal and Government of Canada policy direction and to serve as an agent of change in moving towards reconciliation.

The RDG leads legislative, policy and program negotiations, consultations, advocacy and representational activities with clients, stakeholders and partners, domestic and international, in the management of the renewable and non-renewable marine and freshwater aquatic resources. The challenge for the RDG is to develop working relationships and partnerships with the diverse communities of interest and involvement in the mandate of the Department.

The RDG oversees the harmonization and integration of DFO regional plans and programs with the CCG. Strong functional relationships are essential because: A) the Region relies on the CCG to provide the vessel support to obtain the platforms required for the services and programs and marine emergency response; B) the Region provides all functional corporate services and management programs to the CCG; and, C) the collaboration of both organizations is essential to harmonize strategic and business priorities and plans, achieve the optimal cost/service delivery effectiveness and resolve critical funding pressures in a shared and cooperative manner. The RDG ensures that there are no overlaps or duplication in the services provided and that these services are provided in the most economical, efficient and effective manner possible.

The RDG is often called upon to lead sensitive and complex negotiations with senior officials of governmental, public, private and non-governmental sector organizations at the domestic, foreign and international levels for the wide range of assigned programs. The RDG assumes responsibility for preparing ministerial briefings related to assigned regional issues and ensures the maintenance of strong consultation and knowledge networks with the Headquarters ADM's to enhance collaborative and coherent actions and strategies by all parties in the advancement of DFO’s corporate policy agenda.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Ensures the delivery and management of all assigned departmental priorities, programs and services within negotiated plans and budgets in the Region and the provision of corporate management services.
2. Provides advice to the Minister, Deputy Minister and Associate Deputy Minister on the identification and resolution of issues affecting the regions and of issues having corporate implications.
3. Directs and oversees the harmonization and interface with the CCG organization in the Region to achieve the most efficient, cost-effective and inter-operational delivery of programs and services.
4. Directs the regulatory responsibilities role involving monitoring compliance and enforcing the fisheries protection provisions of the Fisheries Act, including enhancing the negotiation of working agreements with the Region's Indigenous groups on the joint enforcement of agreements related to ecosystem management.
5. Directs the regulatory responsibilities under the Canada Oceans Act and may create Marine Protected Areas (MPA) or Marine Environmental Quality Regulations.
6. Directs the development of policy options to support major departmental initiatives and ensures effective integration in the respective program areas (e.g., fisheries management, integrated oceans management, species at risk, conservation and protection).
7. Directs Canadian participation on the boards and commissions under Canada/US Treaties and Commissions and develops fishing plans in accordance with the directions of the Commission.
8. Represents the interests of the Department with representatives of other government departments and agencies and with senior officials of governmental, public, private and non-governmental sector organizations at the domestic, foreign and international levels and Indigenous communities.
9. Manages the assigned resources of the Region with economy and probity, focusing on matching resources with results and is accountable for the effective management delivery of the Atlantic Fisheries Fund, including reporting on results.
10. Works with over 100 multi-stakeholder councils of scientists, fishers and fish processors, environmental organizations, and First Nations groups to ensure the productive and sustainable use of fisheries resources in the Maritimes Region.
11. Responsible for operating Canada’s largest center for ocean research.

Benchmark 50 - Text version

BM50: Regional Director General, Maritimes
The subject position is at the first managerial level reporting to the Deputy Minister. There are 18 peer positions at the same reporting level.

10 directors report to Regional Director General, Maritimes.

• Linear organizational chart
  Deputy Minister
  • Senior Associate Deputy Minister
  • Commissioner, Coast Guard
  • ADM, Fisheries and Aquaculture Management
  • ADM, Oceans and Habitat
  • ADM, Science
  • ADM, Human Resources and Corporate Services
  • ADM, Policy
  • DG, Communications
  • Senior General Counsel
  • Executive Director, Fisheries Resource Conservation Council
  • Executive Director, Office of the Commissioner for Aquaculture Development
  • DG, Departmental Executive Secretariat
  • Director, Departmental Executive Services
  • 5 other Regional Directors General
  • Regional Director General, Maritimes
    • RDGs Office and Federal-Provincial Relations
    • Associate Regional Director General
    • Regional Director, Fisheries and Aquaculture Management
    • Regional Director, Science
    • Regional Director, Policy and Economic Analysis
    • Director, Oceans and Habitats
    • 3 Area Directors of Eastern Nova Scotia, Southwest Nova Scotia and Southwest New Brunswick
    • Regional Director, Communications

Evaluation Rationale

Title: Regional Director General, Maritimes

General Accountability

Provides authoritative professional advice, including communications strategies and services, to the Prime Minister, Ministers, Deputy Ministers and Assistant Deputy Ministers of the Department and other departments and governments on the communication of the Government's foreign affairs, trade and development policy.

Organization Structure

This is one of fifteen (15) positions reporting to the Deputy Minister. See Annex A for the organization chart.

The four (4) senior positions reporting to the Assistant Deputy Minister, Public Affairs are:

Director General, Public Affairs, (81 FTEs) accountable for departmental communications programs for foreign affairs programs; for all departmental social media communications; for the development of communications plans to support the Ministers, the Deputy Ministers and Departmental clients; and for issues management, media relations and environmental analysis.

Senior Director, Corporate and E-Communications, (103 FTEs) accountable for corporate external and internal communications programs and management of the Department's e-communication platforms, including the Internet and the Intranet.

Executive Director, Development Communications, (20 FTEs) accountable for a comprehensive communications program involving the development and implementation of communications for International Development program issues.

Executive Director, Trade Communications, (21 FTEs) accountable for a comprehensive communications program involving the development and implementation of communications for International Trade program issues.

Nature & 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 Department has a central coordinating role, working across government departments domestically and internationally to provide advice to the Prime Minister and Cabinet and to ensure the coherence, integration and coordination of Canada's international policies. Outside Canada, the Department's Heads of Mission oversee all of Canada's official activities.

It is within this context that the Assistant Deputy Minister, Public Affairs (ADM) is the Department's head of communications and leads the strategic management of frameworks, policies, programs and initiatives that guide and promote the integrated, government-wide management of international strategic communications and consultation on the Government's foreign affairs, trade and development policy. With multiple Ministers and three distinct portfolios, the public affairs environment is complex and the challenge to assure the consistency, timeliness and completeness of departmental communications. The ADM must ensure that the corporate identity requirements of the Government of Canada are adhered to in all applications (e.g. advertising, publishing, marketing, environment analysis, public opinion research, media relations and event participation). The ADM oversees the Department’s World Wide Web content to ensure it meets communication standards.

As a member of the Executive Management Board, the ADM advises departmental management on strategic public affairs issues related to international foreign affairs, trade and development. As the most senior communications authority for Canada's foreign policy, the ADM provides authoritative professional advice to the Prime Minister, Ministers, Deputy Ministers and ADMs of the Department and other departments and governments on the communication of the Government's foreign affairs, trade and development policy.

Supporting all Ministers' offices is a high priority, 24/7 operation. This can involve travelling with the Prime Minister or Ministers to G8, North Atlantic Treaty Organization (NATO), United Nations (UN) or other international meetings and representing Canada in a public affairs capacity.

The ADM oversees the development of strategic plans that are aligned and integrated with the Government’s foreign policy objectives to ensure consistent, comprehensive messaging and enhance Canadian public and international community understanding and support for Canada's international policy. Accordingly, there is a requirement to oversee communications consultations and environmental monitoring as part of the strategic planning process. Consultation is also built into the strategic communications process through focus groups and surveys before, during and after launching a program.

The ADM leads the horizontal integration of public affairs support offices within the Department, including 170 missions abroad and regional trade offices, as well as the Privy Council Office and other government departments on issues of foreign affairs, trade and development. In the Department, many programs have their own public affairs office, reporting to the Head of Mission, Director or geographic branch involved. Employees in these offices (about 350) are subject to the Department Communications Policy and receive functional direction from the ADM's staff. Other government departments are in partnership relationships with the Department under the terms of memoranda of understanding.

A key challenge for the ADM is to coordinate Canada's foreign policy communications and consultation through high-level, government-wide leadership. The ADM coordinates communication and consultation services for the Ministers, the Deputy Ministers and Associates, the Branch, the communications services operating as part of other department divisions, other departments and agencies, other governments and NGOs.

The ADM participates in international and national committees, including overseeing the Department's contribution to the DevCom, a network of communication professionals from International Development Agencies/Departments, which is housed within the Organization for Economic Co-operation and Development and participates in presentations at conventions and meetings and supports public affairs research. By virtue of a multitude of partnerships, nationally and internationally, the ADM participates in many external government, public and business discussions.

The Communications Policy lists 18 Acts and 28 related policy instruments that impact on the Policy. Further, high level public affairs are involved in all sensitive issues related to foreign policy, trade and development and can often be related to new issues that are part of uncharted policy and frequently time sensitive.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provide authoritative, professional advice to the Prime Minister, Ministers and Deputy Ministers of the Department and other departments and governments on strategic communications dealing with Canada's foreign affairs, trade and development policy.
2. Oversee strategic planning for an integrated, government-wide, international communications policy in order to enhance understanding/support for Canada's international policy amongst the Canadian public and the business and international community.
3. Coordinate and provide horizontal integration of public affairs support offices within the Department, as well as the Privy Council Office and other government departments on issues of foreign affairs, trade and development.
4. Oversee the development and implementation of a consultation/environmental monitoring program to gather and analyze information on public opinion and emerging developments for risk audit and policy/program development purposes.
5. Oversee the development and implementation of strategic communications programs that provide a consistent messaging about departmental policies and programs.
6. Represent the Department as senior department spokesperson with the media and on departmental and inter-departmental committees and in public/business/development fora.
7. Manage the Branch’s financial, human and materiel resources with probity in accordance with the principles of modern comptrollership.

Benchmark 51 - Text version

BM51: Assistant Deputy Minister, Public Affairs
The subject position is at the first managerial level reporting to the Deputy Minister. There are 14 peer positions at the same reporting level.

Reporting to Assistant Deputy Minister, Public Affairs are 4 senior directors.

• Linear organizational chart
  Deputy Minister of Foreign Affairs /Associate Deputy Minister of Foreign Affairs
  Deputy Minister of International Development/ Deputy Minister of International Trade
  • ADM, Strategic Policy
  • ADM, Global Issues and Development
  • ADM, International Security and Political Affairs
  • ADM, International Business
  • ADM, Partnerships for Development Innovation
  • ADM, Trade Agreements and Negotiations
  • ADM, Consular, Security and Legal
  • ADM, Human Resources
  • ADM, International Platform
  • ADM, Corporate Planning, Finance and Information Technology
  • ADM, Asia-Pacific
  • ADM, Sub-Saharan Africa
  • ADM, Europe, Middle East and Maghreb
  • ADM, Americas
  • Assistant Deputy Minister, Public Affairs
    • Executive Director, Development Communications
    • Director General, Corporate and E- Communications
    • Director General, Trade Communications
    • Director General, Public Affairs

Evaluation Rationale

Title: Assistant Deputy Minister, Public Affairs

Executive Group Benchmark Number: 52

Position Title: Assistant Deputy Minister, Chief Digital Officer

Specific Accountabilities

1. Provides executive leadership for the development, delivery, and improvement of strategies, plans, approaches, governance structures, projects, and initiatives to enable the transformation of enterprise processes, data, and IM/IT infrastructure, programs, and services across all transportation sectors and modes to a digital environment.
2. Provides overarching leadership on strategies, initiatives, and projects that aim to foster system improvements, innovation, and quality services for Canadians and stakeholders.
3. Oversees the development, delivery, and improvement of IM/IT strategies, approaches, services and the strategic alignment, integration, and evaluation of the department’s information management and knowledge management programs.
4. Oversees the negotiation and management of service agreements with SSC for infrastructure, electronic messaging, cloud, and network support; developing, implementing, and maintaining the departmental IT/IM security infrastructure, including cyber security; plans and manages the delivery of records and mail services
5. Provides corporate leadership for establishing, managing, and improving the service management framework for the Department which addresses governance, delivery models, architecture and channel strategies, service standards harmonization and performance, client satisfaction tracking, and performance;
6. Oversees service redesign and modernization efforts for regulatory authorization services, grants and contributions, internal services, and special projects to accelerate transition to digital-first delivery models.

Benchmark 52 - Text version

BM52: Assistant Deputy Minister, Chief Digital Officer
The subject position is at the first managerial level reporting to the Deputy Minister. There are 14 peer positions at the same reporting level.

Reporting to the Assistant Deputy Minister, Chief Digital Officer are 3 directors general.

• Linear organizational chart
  Deputy Minister/Associate Deputy Minister
  • Assistant Deputy Minister, Policy
  • Assistant Deputy Minister, Programs
  • Assistant Deputy Minister, Safety and Security
  • Associate Assistant Deputy Minister, Safety and Security
  • Assistant Deputy Minister, Corporate Services and Chief Financial Officer
  • Chief Audit and Evaluation Executive and Integrity Officer
  • Director General, Communications
  • General Counsel
  • Executive Director to the Deputy Minister
  • Regional Director General Atlantic
  • Regional Director General Ontario
  • Regional Director General Prairie & Northern
  • Regional Director General Quebec
  • Assistant Deputy Minister, Pacific
  • Assistant Deputy Minister, Chief Digital Officer
    • Director General, Transformation and Results
    • Director General, Service Innovation
    • Director General, Digital Services

Executive Group Benchmark Number: 53

Position Title: Assistant Deputy Minister, Citizen Services

Specific Accountabilities

1. Provides executive leadership and management direction in the development of the Branch's strategic and business goals, objectives and priorities and ensures their alignment with Service Canada's strategic vision, the priorities of the Minister, and with national accountability, performance measurement, monitoring, evaluation and reporting processes to ensure that the citizen-based services meet the needs of Canadians.
2. Provides national corporate direction in the development of the strategic framework governing citizen-based service delivery policies, standards, outreach and business; ensures that government policy and program objectives are translated into comprehensive service offerings.
3. Provides national leadership, functional direction, operational support, tools and financial resources to regional In-Person programs and services to ensure a consistent and quality service experience across the country.
4. Provides executive management of web properties, including Canada.ca, on behalf of Service Canada and the Government of Canada.
5. Provides executive leadership in the delivery of telephone services in support of the Government of Canada’s communication initiative, Service Canada service offerings and the delivery of customized information service on behalf of other government departments.
6. Leads the delivery of Passport strategic program activities and outcomes.
7. Oversees federal partnerships and manages the process of negotiating the operational work arrangements for citizen-based services with the appropriate Branches, other departments, provinces and third parties.
8. Establishes and maintains strong linkages and partnerships with Program Branch Heads, senior management and Regional Executive Heads to obtain and maintain an understanding and support of all levels of managers and staff for citizen-based service initiatives.
9. Manages the human, financial and materiel resources of the Branch with probity in accordance with the principles of modern comptrollership.

Benchmark 53 - Text version

BM53: Assistant Deputy Minister, Citizen Services
The subject position is at the first managerial level reporting to the Senior Associate Deputy Minister and Chief Operating Officer. There are 3 peer positions at the same reporting level.

5 positions report to the Assistant Deputy Minister, Citizen Services.

• Linear organizational chart
  Senior Associate Deputy Minister and Chief Operating Officer
  • ADM, Program Operations
  • ADM, Transformation and Integrated Services
  • ADM, Regional Operations (West, Ontario, Quebec and Atlantic)
  • Assistant Deputy Minister, Citizen Services
    • Director General, Partnerships Development and Management
    • Director General, In-Person Operations and Strategies
    • Director General, Digital Services
    • Director General, Strategic Directions
    • Director, Management Services

General Accountability

Accountable, as federal policy lead on Small and Medium Enterprise (SME), consumer policy, and tourism and promotes SME business and tourism development and competitiveness, fosters business and consumer confidence in the marketplace by championing and administering responsive legislation, policies, programs and services.

Organization Structure

This position is one of fifteen (15) positions reporting to the Deputy Minister. See “Annex A” for the organization chart.

The seven (7) positions reporting to the Assistant Deputy Minister, Small Business, Tourism and Marketplace Services are:

Director General, Small Business, (Staff of 78) recognized authority in the Government of Canada on small and medium sized enterprises (SMEs); establishes the Branch as the Government’s centre of expertise in policy and program development, financing and professional economic research pertaining to SMEs; provides strategic analysis, recommendations and advice to the ADM, DMs and Ministers; provides leadership in the development of measures to support and enhance the role and contribution of SMEs in the Canadian economy, including women, Indigenous and youth entrepreneurship, social innovation and co-operatives and incubators and accelerators; delivers the Canadian Small Business Financing Program; acts as the contact point with internal and external executives on SME policy, financing, venture capital programs and other SME programs and policy initiatives; provides strategic advice and recommendations to the Minister on the mandate and operations of the Business Development Bank of Canada (BDC).

Director General, Tourism, (Staff of 20) directs the implementation of economic research and statistical interpretation, leading to the development of the Government’s tourism policy, including Canada’s New Tourism Vision; brokers strategic partnerships with multiple stakeholders; acts as the focal point of contact with Destination Canada which reports independently to Parliament through the Minister and directs the review of Destination Canada’s operations, plans and activities to ensure the organization conforms with and supports the government’s priorities for tourism; collaborates with the Regional Development Agencies to influence investments that support the development of tourism in rural and remote communities across the country; represents Canada at various international tourism policy fora.

Superintendent of Bankruptcy, (Staff of 390) provides direction on the management of the Government’s strategic, legislative and regulatory framework underpinning Canada’s national bankruptcy and insolvency system; oversees the adoption of national directives; ensures that legislative and regulatory frameworks act as instruments of public policy and reinforce Canada’s economic and social objectives; oversees the issuing of licenses to trustees of bankruptcy; provides leadership in the development of a transparent and fair, risk management framework for the conduct of investigations of individual and corporate debtors’ activities and of trustees’ professional conduct; chairs hearings and exercises quasi-judicial authority to cancel, suspend or place conditions on trustees; and provides strategic direction for the establishment and conduct of extensive networking and outreach programs with key stakeholders to maintain their confidence in the system and represents Canada at national and international forums.

Director General, Corporations Canada, (Staff of 83) exercises all powers and obligations under the Canada Business Corporations Act; develops consistent, effective and transparent regulatory instruments, policies, programs, tools and innovations to enhance the management and delivery of Corporations Canada’s programs and services; directs the monitoring and investigation of businesses and non-profit organizations requesting federal incorporation and/or are incorporated federally and authorizes their incorporation; oversees compliance audits to ensure federally incorporated entities comply with the requirements under legislation; represents the Department and the Government at national and international venues and forums; and fulfills the responsibilities of the Registrar of Canada, custodian of the Great Seal of Canada.

President, Measurement Canada, (Staff of 268) manages and administers the Government’s rules and requirements governing trade measurement; directs the introduction of the Administrative Monetary Penalties System and transfers the responsibility for inspection to third parties through an Alternative Service Delivery Program using quality management principles; manages the design and implementation of related programs and policies to minimize inaccurate measurement in the Canadian marketplace; directs enforcement of the legislative/regulatory framework; oversees the management of the processes to qualify industry personnel to inspect and verify measurement devices and approve all prototype measurement devices; serves as the Canadian voting member of the International Organization of Legal Metrology  (OIML) and the Asia-Pacific Legal Metrology Forum.

Director, Strategic Planning and Management Services, (Staff of 14) develops and implements Sector-level strategic and operational planning and ensures the integrity of financial and human resources planning; monitoring and corporate reporting functions directs the delivery of financial and administrative services to the Sector’s diverse business lines and secretariat services to the ADM’s Management Committee, executive retreats and other key Sector meetings; and provides authoritative representation in intra-departmental discussions, consultations and negotiations regarding corporate (HR, IT, financial, communications) matters.

Senior Advisor, (Staff of 3) provides executive and administrative assistance to the ADM.

Nature And Scope

The Department mandate is to help make Canadian industry more productive and competitive in the global economy, thus improving the economic and social well-being of Canadians. The Department works with Canadians in all areas of the economy and in all parts of the country to improve conditions for investment, enhance Canada's innovation performance, increase Canada's share of global trade and build a fair, efficient and competitive marketplace. The Department accounts for a broad range of matters related to industry and technology, trade and commerce, science, consumer affairs, corporations and corporate securities, competition and restraint of trade, weights and measures, bankruptcy and insolvency, intellectual property, investment, small business, and tourism.

It is within this context that the Assistant Deputy Minister, Small Business, Tourism and Marketplace Services (ADM), is the recognized federal policy lead on Small and Medium Enterprise, consumer policy, and tourism. The ADM is responsible for implementing the Government’s SME innovation and skills plan by establishing its strategic direction and overseeing inter-departmental collaboration. The ADM assures that government policies and programs, designed to help the small business community to grow and succeed, meet outcomes; ensures that the perspective of the small business community is considered in overall federal policy and program initiatives. The ADM provides authoritative advice and recommendations to the Ministers and Deputy Ministers on all aspects of the work, including new legislative and policy frameworks and federal programs, consistent with the innovation and skills agenda, which ensure the Canadian marketplace is fair and equitable.

The ADM establishes the strategic vision and implements, oversees and monitors the operations of the Sector. Departmentally, the ADM is a member of management committees that establish the orientation of the Department (e.g., Operations Committee and the Departmental Management Committee).

The ADM is the federal policy lead on consumer policy. The ADM oversees: the development of new approaches to facilitate consumer confidence and transactions in the marketplace, the relationship with consumer organizations to facilitate their activities, the provision of information to maximize the consumer’s contribution to innovation, jobs and growth, and the promotion of an efficient marketplace that support the interests of Canadian consumers.

The ADM is the lead in the federal public service on tourism, leading inter-departmental efforts in the development of policies, strategies and programs. Since tourism is a shared responsibility among three levels of government, there is a considerable challenge in engaging inter-governmental stakeholders to adopt an integrated approach to tourism and common objectives, namely, promoting Canada as a preferred destination and increasing Canada’s share of the international tourism market. The work includes ensuring the perspectives of the tourism sector are considered in overall federal policy and program initiatives and that government policies and programs are designed to help the sector grow and succeed.

The ADM supports the Minister of Innovation, Science and Economic Development Canada and the Minister of Small Business and Tourism as the lead interface with two Crown Corporations: Destination Canada and the BDC. The ADM oversees the provision of strategic advice on corporate planning and reporting. The ADM provides oversight to ensure that the organizations are responding appropriately to government directions. The ADM also supports the Ministers and the DM by undertaking legislative reviews of the BDC along with the Department of Finance, performing ex officio functions.

The ADM provides the strategic direction to the operationalization and maintaining the integrity of Canada’s marketplace policy framework and leads changes to it so it continues to be viable and responsive to Canada's economic needs. The ADM exercises significant influence in driving appropriate legislative/regulatory changes that are responsive to emerging trends in a changing marketplace. Where Measurement Canada is concerned, the ADM is the federal government policy lead with overall responsibility to ensure that consumers have the confidence that they are obtaining the goods they are paying for. Given Canada’s modern and progressive marketplace framework, the position is called upon to provide advice at international fora, such as the Organisation for Economic Co-operation and Development (OECD).

The ADM also provides oversight to the delivery of several multi-year, multi-million-dollar grants and contributions programs and venture capital programs delivered by the BDC.

The work of the ADM is challenging since the scope of the work undertaken by the Sector is broad, complex and linked to the political agenda of the Government over which there is little control. Most of the policies and programs affecting SMEs and tourism are delivered by other areas of the Department and other government departments and agencies. Supporting two Ministers poses an additional challenge which requires coordination with both Ministers’ offices to advance their respective priorities for the innovation and skills plan. Results are high-profile with attendant high media, regional, national and international interest and scrutiny in the political sphere.

The rapid rate of change and the increasing costs of doing business continually challenge small businesses and provide huge opportunities for the Sector to develop significant policy and programs to assist them in innovating and competing in this challenging environment. There is particular pressure on the organization to provide government leadership in marketplace policy and legislation development, as well to implement Canada's New Tourism Vision. An additional challenge is to ensure that the manner in which the Sector conducts business is responsive to the realities of the marketplace. For example, the ADM must build capacity in the organization to decode emerging trends, understand stakeholders and the marketplace, and bring useful and timely intelligence to bear in a way that informs public policy, so federal policies and programs continue to be relevant.

The ADM has significant representation with private sector companies, regional development agencies, provincial and territorial governments and individuals regarding marketplace policy implementation, entrepreneurship and the innovation, skills development and the economic well-being of Canada’s small businesses, the tourism sector and consumers. The ADM builds credible relationships with all stakeholders, focuses their attention on significant government interventions to improve entrepreneurship and provides leadership to the development of partnerships with the provincial and territorial governments, and with regional development agencies so that policies and programs reflect the economic and political realities of Canada’s diverse regions and to ensure acceptance of the national vision for Canadian business entrepreneurs, small business and Canada’s New Tourism Vision.

The ADM is a member of various interdepartmental committees, including but not limited to: the ADM Steering Committee on Regulatory Management; the Executive Committee of ADMs on Official Languages; the Federal Working Group on Cannabis Legalization and Regulation; the Social Innovation / Social Finance Steering Group; and the Federal Steering Committee on Self-Government and Comprehensive Claims, among others.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Directs operations of the Small Business, Tourism and Marketplace Framework Sector; i.e., sets objectives, budgets and work plans; establishes human resource strategies; and directs and controls activities and projects.
2. Oversees the implementation of major new Small Business initiatives related to the Government's strategic priorities and innovation and skills plan, as well as Indigenous and women’s economic development, social innovation, and consumer policy.
3. Oversees the development, implementation, monitoring, evaluation and evergreening of Canada’s New Tourism Vision, which sets the policy and program framework for those departments/agencies delivering tourism programs, services, and support to the tourism sector.
4. Oversees the planning, organization and coordination of various tourism initiatives, which involves representation from the Destination Canada, provinces/territories and industry stakeholders.
5. Supports the Minister for Small Business and Tourism by providing integrated strategic policy, program and planning advice on all aspects of SMEs and tourism.
6. As the lead interface with Destination Canada and BDC, each with independent Boards of Directors, oversees the review of these organizations’ corporate plans, TB submissions, Memoranda to Cabinet and annual reports.
7. Provides the strategic direction in operationalizing, influencing change to, and maintaining the integrity of Canada’s marketplace policy frameworks in the areas of bankruptcy/insolvency, corporate law/ governance and trade measurement so these frameworks continue to be viable and responsive to Canada's economic needs.
8. Provides leadership to the implementation of changes to Measurement Canada’s policy and regulations brought about by revisions to the Weights and Measures Act and the Electricity and Gas Inspection Act and the introduction of the Fairness at the Pumps Act.
9. Manages the assigned resources of the Sector with economy and probity.

Benchmark 54 - Text version

BM54: Assistant Deputy Minister, Small Business, Tourism and Marketplace Services
The subject position is at the first managerial level reporting to the Deputy Minister. There are 14 peer positions at the same reporting level.

7 positions report to Assistant Deputy Minister, Small Business, Tourism and Marketplace Services.

• Linear organizational chart
  Deputy Minister
  • Commissioner of Competition
  • Senior ADM, Strategy and Innovation Policy Sector
  • Senior ADM, Science and Research
  • Senior ADM, Innovation Canada
  • Senior ADM, Industry Sector
  • ADM Spectrum and Telecommunications
  • Chief Digital Officer and ADM, Digital Transformation Service
  • Chief Executive Officer, Registrar of Trade Marks and Commissioner of Patents, Canadian Intellectual Property Office
  • Director General, Audit and Evaluation
  • Senior General Counsel, Legal Services
  • Chief Financial Officer and ADM, Corporate Management Services
  • Director General, Communications and Marketing
  • Chief of Staff
  • Corporate Secretary
  • Assistant Deputy Minister, Small Business, Tourism and Marketplace Services
    • Director General, Small Business
    • Director General, Tourism
    • Superintendent of Bankruptcy
    • Director General, Corporations Canada
    • President, Measurement Canada
    • Director, Strategic Planning and Management Services
    • Senior Advisor

Evaluation Rationale

Title: Assistant Deputy Minister, Small Business, Tourism and Marketplace Services

General Accountability

Leads the organization’s financial management function as the Chief Financial Officer through the provision of strategic advice to the President, financial planning and budgeting and oversight on all financial actions of the Agency; provides leadership and direction of Agency resource management and corporate services.

Organization Structure

This is one of eight (8) positions reporting to the President. See Annex A for the organization chart.

The five (5) positions reporting directly to the Vice-President, Corporate Services and Chief Financial Officer are:

Deputy Chief Financial Officer/Director General, Resource Management, (staff of 37) responsible for the development, implementation and maintenance of the Agency financial management processes; including the procedures, governance structure, internal controls, business processes, tracking and monitoring tools and analysis and reporting on Agency resources, expenditures and results in comparison with corporate, business and operational plans and the provision of financial management advice and guidance.

Agency Comptroller, (staff of 175) responsible for exercising stewardship and establishing Agency‑wide financial management policies, standards, and internal control practices with respect to all revenues and expenditures; providing authoritative, informed advice on the Agency’s functions related to financial administration, including revenue and expenditure accounting and cost allocations.

Director General, National Real Property and Accommodations, (staff of 49) responsible for providing executive leadership for the development of the Departmental Services Agreement (DSA) with Public Services and Procurement Canada (PSPC) for the planning, monitoring and delivery of services related to the fixed infrastructure of the Agency; and leading the infrastructure and environmental accountabilities that are part of the Border 2020 and Border 2030 initiatives and commitments and represent the Agency in negotiations and discussion on infrastructure investments with counterparts in the United States at key border crossings.

Departmental Security Officer (DSO) / Security and Professional Standards, (Staff of 87) accountable for the planning, development, delivery, management and evaluation of the Agency’s national Security Program which encompasses policies, processes, systems, frameworks that relate to personnel security, physical security, information security, communications and administrative security, security risk management, contingency planning; business continuity planning and emergency management planning, fraud prevention programs, national electronic networks monitoring and cyber security, this includes leading the provision of functional Security Program delivery within 1200 regional locations and 48 abroad and overseeing coordination of the compliance with HQ senior officials and Regional Director Generals.

Director General, Transformation & Renewal, (staff of 16) responsible for providing executive leadership, from a financial / functional / methodological perspective for the Agency’s border infrastructure renewal and transformation initiatives, including renewal of the Agency’s Custodial Ports of Entry, the Agency’s contributions to the Gordie Howe International Bridge and the development of associated business cases, program requirements, and Treasury Board submissions; and providing leadership on the design, development, and execution of a multi-year strategy to codify Government direction for management of section 6 of the Customs Act, including: a review of the legal and policy framework, central agency consultations, stakeholder engagement, developing Memoranda to Cabinet, making recommendations, and implementation of any associated legal and regulatory change based on direction.

Nature And Scope

The Agency provides integrated border services that support national security and public safety priorities and facilitates the free flow of persons and goods, including animals and plants, which meet all requirements under the program legislation. The Agency is an integral part of the public safety portfolio, bringing together security, law enforcement, corrections and border agencies. The Agency must meet these challenges by continuing to transform and modernize the way it manages the Canadian border. At the core of this commitment is the idea that there should not be any trade-off between facilitation, security and enforcement. The Agency must continue to enhance border security, introduce measures to increase compliance with border laws and speed up the entry process for legitimate people and goods. It carries out its responsibilities with a workforce of approximately 14,000 employees, including over 6,500 uniformed officers who provide services at approximately 1,200 points across Canada and at 39 international locations.

The Branch within the Agency provides national leadership, policies, tools and solutions for financial administration, security and professional standards, infrastructure and environmental operations, and real property and accommodations.

It is within this context that the Vice-President, Corporate Services and Chief Financial Officer (Vice-President) is responsible for developing and implementing policies, approaches and processes to ensure the integrity of the Agency’s financial management function. The Vice-President is responsible for ensuring that the financial policy framework and standards, corporate planning, financial accounting and reporting are aligned with, and supportive of, the Agency’s strategic directions and operational goals.

The Vice-President plays a critical leadership role in the effectiveness of the Agency’s financial management and stewardship responsibilities by ensuring the necessary infrastructure and expertise are in place to achieve effective financial planning, management and control of all Agency programs and functions. The Vice-President functions as the strategic advisor to the President and senior members of the Agency’s management team, and acts as the lead executive with central agencies, portfolio partners and other stakeholders with respect to the Agency’s financial management and program financing.

The Vice-President is also responsible for the development and implementation of policies, processes and systems governing the Agency’s contracting, procurement and asset management functions. The Vice-President is responsible for the strategic management and delivery of the Agency’s procurement function to support the Agency’s various programs, while ensuring compliance with the principles and integrity of the procurement process, and the judicious expenditure of public funds.

The Vice-President is responsible for the development and implementation of policies, plans and procedures for the effective stewardship of real property and corporate assets. This responsibility requires the position to ensure the sound management (acquisition, maintenance, recapitalization and disposition) of capital assets requiring long-term planning. The Vice-President also has accountability for the “greening” of Agency operations and for the reduction of health and ecological risks associated with aging sites. This includes ensuring the Agency’s compliance with and reporting on statutory environmental requirements and the coordination of the Agency’s commitments to the Sustainable Development Strategy.

A major challenge for the Vice-President is to lead a cultural change across the Agency to enhance the integration of comprehensive financial management policies, processes and systems. In order to meet this challenge, the Vice-President must integrate the financial management function into the early stages of program and policy development and monitor approved initiatives as they unfold, assessing whether benefits are accruing as outlined, and making recommendations for adjustments where needed.

The Vice-President provides the President and the Agency’s senior management with objective strategic advice on the implications of existing and proposed Agency policies and programs, to ensure Agency resources are directed in the most effective and efficient manner to achieve the strategic priorities of the Government and the Agency. As part of this role, the position performs a challenge function with respect to all Agency funding initiatives, providing recommendations on acceptance or modifications.

There is an extensive range of factors which must be considered in the analysis, from financial issues such as viability and cost completeness, to program issues relating to risk, achievement of results, and alignment with legislation and government and Agency priorities. This requires the Vice-President to promote a corporate and systemic approach to resource management through the development of models and supporting instruments for better prioritizing and planning to achieve goals. This is essential for improving resource management and performance management in the expenditure of public funds.

The Vice-President provides corporate leadership in the development and implementation of programs and services to meet the Agency's physical information, and personnel security requirements and objectives, business continuity planning and emergency management and response programs and requirements. The Vice-President is responsible for ensuring that the Agency has the capacity to conduct and manage threat and risk assessments related to the integrity, availability and protection of assets that support the Agency's 24/7 operations. Operating within the context of the Policy on Government Security, the Agency has unique and heightened security challenges, as many of its officers are authorized to carry firearms and government facilities and infrastructures are continually changing and becoming more diverse, complex and sophisticated.

With the requirement to work within the policy framework and professional standards of performance approved and directed by the Comptroller General, the Vice-President must ensure the President’s goals and objectives with respect to financial matters are aligned.; Where these are significant and cannot be reconciled, such as where there are significant financial or legislative risks, there is a requirement to advise the Comptroller General. This dual accountability creates an additional challenge for the Vice-President.

The Vice-President is accountable for the development, preparation and submission of the Agency’s financial and performance reports to ensure progress against the strategic plan is monitored and adjustments to programs and resource allocations is made accordingly. External reports include the Report on Plans and Priorities, and the Agency Performance Report, which are used by parliamentarians to hold the Agency to account for the allocation and management of public funds.

The Vice-President is responsible for the establishment and maintenance of a corporate system of internal control over financial management, including a framework, governance, financial information, records and reporting. The Vice-President signs the annual Chief Financial Officer Statement on Internal Control which provides assurance to the President that the internal control of financial management and reporting adheres to the objectives and expected results of the Policy on Financial Management and the Financial Administration Act. The Vice-President has the authority to intervene in Agency operations and take action to ensure that the integrity of the Agency and the Government are not compromised by the actions of employees including the senior members of the Agency. The Vice-President may also be called upon to appear as a witness before parliamentary committees associated with voting of Agency resources.

The Vice-President is a member of the Senior Management Committee. The Vice-President is required to establish and maintain relationships with officials in Treasury Board Secretariat, the Department of Finance, the Office of the Auditor General, and the Privy Council Office to ensure the Agency’s financial interests and concerns are promoted.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides objective strategic advice to the President on ongoing activities and new proposals relating to departmental policies and programs ensuring a full analysis of financial, risk and performance aspects to support decision-making.
2. Provides corporate leadership and direction in the creation, development and implementation of integrated corporate infrastructure financial policies, strategies, programs, systems and services.
3. Leads corporate resource planning, including the review, analysis, challenge and monitoring activities and ensures processes are in place to report back on expenditures and results against those plans.
4. Develops and implements a corporate financial management framework, including policies, procedures, a sound governance structure, internal controls, and systems for tracking, monitoring and reporting of revenues, expenditures and results.
5. Provides corporate leadership and direction in the development, implementation of the Security Management Framework within the Agency to ensure the integrity and availability of personnel, physical and information assets. Coordinates the Business Continuity and Emergency Management requirements of the Agency.
6. Ensures the provision of corporate resource planning, resource allocation, resource management, budgeting, forecasting and performance reporting processes across the Agency.
7. Provides corporate leadership and directions in the development, implementation and management of a corporate framework and policies for procuring goods and services and in managing physical assets, accommodations and real property for the Agency.
8. Leads the development and management of all departmental facilities and accommodation services and directs the implementation of an integrated planning and decision-making process.
9. Participates on the Senior Management Committee. Represents of the Agency with a broad range of senior representatives of the financial community across the public service, other jurisdictions and professional associations; engages with the OCG, TBS and PSPC in addressing specific Agency issues and enhances the capacity of the financial management community across the public service.

Benchmark 55 - Text version

BM55: Vice President, Corporate Services and Chief Financial Officer
The subject position is at the first managerial level reporting to the President. There are 6 peer positions at the same reporting level.

5 positions report to Vice President, Corporate Services and Chief Financial Officer.

• Linear organizational chart
  President/Executive Vice President
  • VP, Operations Branch
  • AVP, Operations Branch
  • VP, Programs Branch
  • AVP, Programs Branch
  • VP, HR Brach
  • VP, Information, Science and Technology Branch
  • Vice President, Corporate Services and Chief Financial Officer
    • DCFO & DG, Resource Management
    • Agency Comptroller
    • DSO/DG, Security & Professional Standards
    • DG, National Real Property & Accommodations
    • DG, Transformation & Renewal

Evaluation Rationale

Title: Vice-President, Corporate Services and Chief Financial Officer

General Accountability

Accountable for the integrity of a range of professional services and strategic advice to continually improve the effectiveness and quality of the Agency’s statistical programs.

Organization Structure

This is one of seven (7) executive positions reporting to the Chief Statistician. See Annex A for the organization chart.

The three (3) executive positions reporting directly to the Assistant Chief Statistician of Analytical Studies, Methodology and Statistical Infrastructure are:

Director General, Analytical Studies (Staff of 97) is responsible for the integrity of the Agency’s research and analytical studies. The Director General manages the use of various statistical sources to make objective and scientifically supported deductions about the evolving nature of Canadian society in terms of economic and social dynamics. The position is also accountable for various microsimulation tools and the Canadian Centre for Data Development and Economic Research. The Director General oversees the production of multifactor productivity estimates, Economic Insights, and Health Reports, a journal reporting on population health and health services research.

Director General, Methodology (Staff of 417) is responsible for the provision of methodological expertise in survey design and exploitation of administrative files. The position ensures the use of sound statistical methodology by the Agency’s programs so that it responds to operational challenges, results in quality outputs and follows standards. The Director General manages the innovative research and the revision of methods to keep up with Canada’s changing environment. The position oversees the implementation of survey methodology research into statistical programs, directs the Agency’s international cooperation strategy and manages the development of statistical methods used in the Agency’s surveys and censuses.

Director General, Statistical Infrastructure (Staff of 358) is responsible for the interpretation and administration of the Statistics Act and the provision of statistical infrastructure (i.e., Address Register and the Business Register) to support the Agency’s programs. The Director General oversees the development of statistical classification systems and the standardization of economic, social and geographic concepts. The DG ensures that the corporate information management framework responds to Agency needs and government-wide IT/IM initiatives and manages the tax data from Canada Revenue Agency.

Nature And Scope

The Agency’s mandate is derived primarily from the Statistics Act requiring the Agency 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 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 Assistant Chief Statistician, Analytical Studies, Methodology and Statistical Infrastructure (ACS) provides strategic and operational advice to the Chief Statistician and senior management on all matters in the foregoing major responsibility areas. The ACS is a member of the departmental policy committee, the corporate planning committee and other senior management committees that determine corporate management and the establishment of strategic and operational plans for the Agency. The ACS contributes expertise to the national statistics council, chairs senior management committees and champions corporate portfolios.

The ACS provides authoritative guidance to the Agency about corporate analytical, methodological and statistical infrastructure resources and ensures meaningful consultation with Agency management at all levels so that frameworks, operations, programs and services are responsive to Agency needs in fulfillment of its mandate. More specifically, the ACS provides information, advice and services to the Chief Statistician and to senior managers for the interpretation and administration of many provisions of the Statistics Act so that the Agency fulfils its legal and policy obligations. The position also provides information, advice and services on the legal requirement of the Statistics Act to support the Chief Statistician in the authorization of all data collection. Operationally, this means that all current active surveys are prescribed by means of an order signed by the Chief Statistician.

The ACS negotiates with federal, provincial and territorial departments to obtain access to administrative data on behalf of the Agency to support both economic and social statistical programs. This data is used to update the business register, for direct replacement of survey data to reduce respondent burden, for edit and imputation and for analysis. The ACS is also accountable for privacy impact assessments (PIA) and for overseeing the Directive on Microdata Linkage.

The ACS is responsible for the information management (IM) secretariat whose responsibilities include the development of IM strategies, policies and procedures. The position provides strategic direction on best practices and standards to better manage IM processes, which includes the development and maintenance of the data services centre to register and manage access to all data files in the Agency and tools to better manage unstructured and non-statistical information.

The position is responsible for the maintenance of a common metadata framework for statistical standards on populations, statistical units, variables and classifications that reflect Canadian realities and needs. International standard classifications on industry, occupation, geography, products, financial accounts and instructional programs are developed with international organizations and multi-lateral country working groups to ensure relevant and internationally comparable classifications which are essential to the Agency’s statistical outputs. The ACS is also responsible for the integrated metadata base, a corporate repository of information on each of the Agency’s surveys that includes information on variables, classifications, data sources, methodology, data quality, questionnaires, questions and responses.

The ACS is accountable for the Business Register (BR), a central register of enterprises and associated establishments for statistical purposes. The coverage and profile of businesses on the BR are maintained by using administrative sources and/or contacting the business. The ACS is also accountable for the Spatial Data Infrastructure (SDI) and Address Register to support the social statistical programs of the Agency, especially the Census of Population.

The ACS is responsible for the Agency’s statistical methods program, ensuring that survey methods reflect current knowledge and priorities. The position also provides strategic direction for the provision of methodological and statistical support to a full range of economic and social statistical programs. In addition, the ACS provides strategic direction in ensuring the integrity of research and analytical studies carried out across the Agency. Within the Field, the ACS is accountable for policy-relevant research and analysis concerning the evolving nature of Canadian society, in terms of economic, social and health conditions, business dynamics, innovation, technological change, productivity, changing social behaviour, labour and market dynamics.

The ACS is accountable for resource and support centres that provide expertise in specialty fields of statistical methods including data analysis, questionnaire design, record linkage, generalized statistical computer systems, time series methods, quality assurance and management and confidentiality protection in data dissemination. To assure the most efficient use of technology, the position oversees the use of several generalized software packages for functions such as sampling, edit and imputation, estimation, disclosure control and time series analysis and benchmarking.

The ACS is responsible for Survey Methodology, an international peer-reviewed journal which publishes articles on various aspects of statistical development. The role is also responsible for the Agency library. It provides a wide range of services and resources that support the information and analytical activities of program and service areas in the Agency. These are offered through the library website and include the library catalogue, bibliographic acquisitions, interlibrary loans, research services and electronic resources.

The ACS is responsible for the Canadian Centre for Data Development and Economic Research (CDER), a repository for business and economic microdata files created in response to the policy research community’s need for sufficiently detailed information to undertake meaningful and complex analysis while at the same time safeguarding the confidentiality of the results and the privacy of business respondents and workers in these establishments. The ACS is accountable for maintaining collaborative relationships with the business community for the provision of data to CDER and partnerships with the policy community, the private sector and academics for their use.

The ACS provides strategic direction to the corporate international strategy, which considers the Agency’s obligations to international organizations (e.g., the UN, UNECE and OECD) and the benefits to the Agency of collaborative exchanges of expertise and co-development of statistical processes with partner countries. The ACS is also responsible for the implementation of a program for international technical assistance which supports the federal government international development strategy. This includes international cooperation agreements with the Global Affairs Canada to help improve the management capabilities of the national statistical offices of developing countries.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides the strategic vision, business planning, oversight and operational framework for the delivery of the Branch’s mandate.
2. Provides expert advice to the Chief of Staff to ensure that the Agency fulfils its legal obligations under provisions of the Statistics Act. Provides policy advice to the Chief Statistician and informs on the progress of the broad range of professional statistical services to achieve the Field’s goals and objectives.
3. Oversees statistical methodologies used by the Agency’s statistical programs to respond to operational challenges and generate quality statistical outputs. Ensures the consistent use of standards, common metadata and frames and methodology throughout the programs.
4. Manages the acquisition and use of tax data files from Canada Revenue Agency. Oversees the research and development of alternate data sources and evolving applications for data development and data analysis.
5. Oversees policy research that is compliant with scientifically supported deductions about the evolving economic and social nature of Canadian society.
6. Manages the Field’s annual planning and reporting as well as information management frameworks. Oversees economic survey frame service based on the business register, household survey frame service based on the address register and administrative data secretariat.
7. Represents Canada internationally in the development of international classification standards.
8. Represents the Agency in discussions and negotiations with central and federal agencies, Agents of Parliament and other departments on matters regarding the functions of the field. Participates in the Agency’s strategic decision-making and acts on behalf of the Chief Statistician. Directs corporate transformation initiatives and chairs corporate governance bodies.
9. Manages the human, financial, and material resources of the Branch with prudence and probity.

Benchmark 56 - Text version

BM56: Assistant Chief Statistician, Analytical Studies, Methodology and Statistical Infrastructure
The subject position is at the first managerial level reporting to the Office of the Chief Statistician. There are 6 peer positions at the same reporting level.

Reporting to Assistant Chief Statistician, Analytical Studies, Methodology and Statistical Infrastructure are 3 Directors General.

• Linear organizational chart
  Office of the Chief Statistician
  • ACS, Economic Statistics
  • ACS, Corporate Services
  • ACS, Social, Health, and Labour Statistics
  • ACS, Census and Operations
  • Chief of Staff, Office of the Chief Statistician
  • Chief Audit Executive
  • Assistant Chief Statistician, Analytical Studies, Methodology and Statistical Infrastructure
    • Director General, Analytical Studies
    • Director General, Methodology
    • Director General, Statistical Infrastructure

Evaluation Rationale

Title: Assistant Chief Statistician, Analytical Studies, Methodology and Statistical Infrastructure

General Accountability

Accountable for the development of legislative and policy agendas governing community safety, Aboriginal policing, crime prevention and criminal justice as well as agreements, partnerships, and provision advice and research on issues in law enforcement, such as border security, organized crime, corrections and conditional release.

Organization Structure

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

The four (4) positions reporting to the Assistant Deputy Minister, Community Safety and Countering Crime are:

Director General, Policing Policy, (Staff of 50) manages the federal government’s Centre of Expertise in Aboriginal policing and the Portfolio Centre of Expertise on self-government; spearheads the development of government policies, proposals, directions, strategic analysis and policy recommendations; provides authoritative advice to the ADM, DM and Minister; leads the Aboriginal Policing Policy functions and provides input to policy research and priorities including First Nations Policing Policy; sets the strategic direction for negotiations of associated grants and contributions agreements; oversees the implementation of the new Police Services Agreements and advancements of proposals to promote the sustainability of National Police Services; develops strategic level contacts and conducts outreach with other government executives (federally, provincially and territorially) and with Aboriginal justice and law enforcement organizations.

Director General, Crime Prevention, Corrections and Criminal Justice, (Staff of 42) provides Executive leadership in the development of policy advice and legislative reform relating to the Corrections and Conditional Release Act, the Criminal Records Act, Prisons and Reformatories Act, International Transfer of Offenders Act, Sex Offender Information Registration Act and the Canadian Victims Bill of Rights and the National Flagging System including any litigation related to provisions; provides advice and recommendations on applications for the International Transfer of Offenders as well as extradition requests under the Extradition Act and to the Minister on the strategic priorities of Correctional Service of Canada and the Parole Board of Canada (PBC); leads litigation relating to applications under the International Transfer of Offenders; leads the National Office for Victims and departmental liaison with the Federal Ombudsman for Victims of Crime; leads Aboriginal community safety development, restorative corrections and healing, culture and protocols; and, leads the liaison with other federal departments, provincial and territorial governments and Aboriginal organizations on Aboriginal correctional and criminal justice issues.

Director General, Law Enforcement and Border Strategies, (Staff of 38) provides strategic advice on border security in cooperation with the Portfolio members as well as the development of protocols for immigration removals and detention; promotes international partnerships to collectively improve border security as well as review and evaluate law enforcement programs and policies; oversees the management of key files such as the proceeds of crime and anti-smuggling initiatives, economic crime, people smuggling, cyber-crime, electronic and video surveillance, witness protection, drug policy and enforcement, childhood exploitation and firearms; and provides research, logistical and policy analysis and leads government-wide evaluations of specific policy responses and initiatives related to organized crime.

Director General, Research, Intergovernmental Affairs and Horizontal Policy, (Staff 40) develops a crime prevention policy framework for the Government of Canada (GoC); promotes the harmonization of crime prevention policies and programs across the government; develops and implements strategic policy research and analysis on crime prevention; leads a program of research into social and economic risk factors; manages knowledge strategy to disseminate and foster the application of knowledge by stakeholders; develops an evaluation framework for the National Strategy on Community Safety and Crime Prevention; leads the evaluation of community-based crime prevention projects; reports on the effectiveness of the National Crime Prevention Strategy; conducts applied research to support law enforcement strategies and programs; and directs the drafting and revisions to the Branch's business plan and the Branch's reports to central agencies and Parliament and its committees.

Nature And Scope

The Department is a strategic and policy-focused centre that brings cohesion to the Government’s public safety, emergency management, national security functions and policy frameworks. It seeks to best position Canada to address vulnerabilities in its infrastructure and weaknesses in its public safety defenses as well as enabling it to fulfill its heightened international obligations. Canada’s increasing reliance on cyber technologies makes Canadians more vulnerable to those who attack Canada’s digital infrastructure. Protecting Canadians and the Canadian interest in cyberspace is a priority for the Government of Canada and the Department is the lead.

The Department provides oversight and strategic coordination for the Minister’s portfolio. This ensures a clear focus, coherence and integration of efforts and activities of the portfolio agencies: the Canadian Security Intelligence Service (CSIS), the Royal Canadian Mounted Police (RCMP), the Canada Border Services Agency (CBSA), Correctional Services Canada, and the National Parole Board and three review agencies: the Office of the Correctional Investigator, the Commission for Public Complaints against the RCMP, and the External Review Committee of the RCMP. The public safety portfolio is the largest non-military portfolio in government and collectively accounts for over 60,000 employees and a total net expenditure of over $8.9 billion (excluding the CSIS classified budget).

It is within this context that the Assistant Deputy Minister, Community Safety and Countering Crime (ADM) supports the Minister in development of the legislative and policy agendas as well as the exercise of strategic, long-term and national leadership in community safety, Aboriginal policing, crime prevention and criminal justice. Integrated policy development is achieved via the Branch Policy Committee and other governance mechanisms. The office is responsible for the development of tripartite Aboriginal police service agreements, corrections partnerships and crime prevention partnerships with other government departments, levels of government, non-governmental organizations and countries. In addition, the ADM deals through Portfolio Committees to negotiate funding initiatives and coordinate legislative drafting instructions for new legislation or amendments.

The ADM is a key member of departmental governance committees. The ADM is responsible for the Branch's business plan and its corporate reports, overseeing the implementation of the Branch Management Agenda as well as the coordination of the Branch input into departmental corporate activities and processes.

The ADM oversees the development of a crime prevention policy framework for the GoC. This framework includes the National Strategy on Community Safety and Crime Prevention and the National Crime Prevention Strategy. In this regard, there is a requirement to ensure the harmonization of crime prevention policies and funding programs across the government. To support this endeavour, the ADM oversees the development of intergovernmental strategic business plans to address crime prevention based on multi-disciplinary research into the social and economic causes of crime. The ADM establishes evaluation frameworks and reports on the effectiveness of these strategies and programs as well as community-based projects funded by the Department to central agencies and Parliament and its committees. Key challenges include: the integration of multi-disciplinary research on crime and victimization into national strategies, determining the impact of new initiatives on future crime prevention approaches and aligning findings with the priorities of the Government. There is a further challenge to provide outreach, coordination, knowledge transfer and support to high-risk and high-need communities (e.g., inner-cities, rural, remote and Indigenous communities, children, women and seniors) as well as broader governmental and non-governmental organizations concerned about the health and well-being of Canadians. Outreach initiatives and policy partnerships are focused on the root causes of crime and victimization and are designed to yield results that can be transformed into reduced crime and safer communities.

The ADM oversees the provision of expert advice, guidance and interpretation on a wide range of community corrections, safety, policing and criminal prevention issues. This includes corrections-related legislative renewal initiatives, social innovation/enterprise development, restorative corrections and healing and protocols, the management of the National Flagging System, applications for the International Transfer of Offenders, extradition requests, a broad spectrum of litigation issues, and the strategic priorities of Correctional Service of Canada and the Parole Board of Canada. In support of this function, the ADM ensures the establishment and maintenance of productive liaisons with other federal departments, provincial/territorial governments, criminal justice stakeholders and Indigenous organizations through direct contact or by co-chairing forums and groups.

The ADM heads up the federal government centre of expertise on Indigenous policing and self-government. The ADM manages government policies (authoritative advice, strategic direction, analysis and recommendations) and the provision of input to policy research and priorities including the renewal and advancement of the First Nations Policing Policy. Strategic direction for negotiations of grants and contributions agreements is administered by the ADM as well as problem-solving during the various stages of implementation. The ADM oversees the provision of strategic advice stemming from Ministerial Directives to the RCMP Commissioner as well as the management of a RCMP contract policing services framework that includes the amelioration of the RCMP’s review and complaints body. Under this framework, the ADM is accountable for the sustainability of various programs and initiatives (i.e., National Police Services, Economics of Policing, and the Security Cost Framework). The ADM manages strategic level contacts and the conduct of outreach with other government executives (federal/provincial/territorial), Indigenous groups and law enforcement organizations.

Within the context of the Minister’s portfolio responsibilities, the ADM provides strategic advice and coordination regarding border services with the CBSA and other departments. This involves the development of policies, strategies and protocols for immigration removals and detention. Addressing and correcting vulnerabilities in border security are key challenges facing the position. There is also a need to foster international partnerships to collectively improve border security. Within the Portfolio envelope, the ADM oversees the development of policy proposals to combat organized crime and money laundering through research, analysis and evaluation activities. There is a requirement to coordinate the federal government's response to money laundering and the strengthening of federal, national and international partnerships. This may involve the reconciliation of conflicting or contradictory priorities and perspectives of the individual portfolio members.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Establishes the Branch’s strategic direction, executes strategic business priorities and plans and oversees the allocation and expenditure of resources enabling the Department to meet its mandate, and manages the Branch’s financial and human resources with probity.
2. Oversees the development of national policies and initiatives in the fields of Indigenous policing, corrections and crime prevention and the development of partnerships with the provinces/territories, First Nations communities and voluntary and non-governmental organizations.
3. Directs the management of the National Strategy on Community Safety and Crime and National Crime Prevention Strategy, including policy development, action plans, funding levels, program delivery and outreach.
4. Provides expert advice to the Minister and the Deputy Minister and makes recommendations on all matters related to Indigenous policing, corrections and conditional release, and crime prevention.
5. Via Portfolio Committees, leads negotiations with stakeholders to fund initiatives; leads the drafting of instructions for new legislation or amendments and oversees the management of a diversity of issues such as, corrections, crime prevention, and First Nations policing.
6. Provides strategic advice regarding border services in cooperation with Portfolio members; oversees the development of strategies, policies and protocols for immigration removals and detention and provides guidance to agencies involved in international security.
7. Oversees the provision of research into key areas of Indigenous policing, corrections and crime prevention; evaluates results; ensures the transformation of positive results into policies and initiatives and promotes positive interaction amongst the various partners.
8. Represents the Minister and the Deputy Minister in high-level inter-jurisdictional policy and coordinating committees including inter-departmental committees.

Benchmark 57 - Text version

BM57: Assistant Deputy Minister, Community Safety and Countering Crime
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 the Assistant Deputy Minister, Community Safety and Countering Crime are 4 Directors General.

• Linear organizational chart
  Deputy Minister
  • ADM, Emergency Management and Programs
  • Senior ADM, National and Cyber Security
  • ADM, Portfolio Affairs and Communications
  • ADM, Corporate Management Branch
  • Chief Financial Officer
  • Assistant Deputy Minister, Community Safety and Countering Crime
    • Director General, Policing Policy
    • Director General, Crime Preventions, Corrections and Criminal Justice
    • Director General, Law Enforcement and Border Strategies
    • Director General, Research Intergovernmental Affairs and Horizontal Policy

Evaluation Rationale

Title: Assistant Deputy Minister, Community Safety and Countering Crime

General Accountability

Accountable for providing corporate leadership in planning, developing and implementing departmental human resources programs and policies designed to enhance Correctional Service Canada's capacity to maximize its investment in human resources.

Organization Structure

This position is one of sixteen (16) positions reporting to the Commissioner. See “Annex A” for the organizational chart.

The four (4) senior positions reporting to the Assistant Commissioner, Human Resources Management are:

Director General, Labour Relations and Wellbeing, (Staff of 143) provides national direction on policies, approaches, programs and services in labour relations, health and safety, harassment, deployment, workplace wellness and wellbeing, employee assistance and recognition; directs the development of policies, guidelines, procedures and systems; provides advice and interpretation to departmental senior management and to institutions, parole offices and community correctional centres on the management of labour relations issues; directs labour relations programs and negotiation strategies; represents the Department during consultations with unions, central agencies and other departments; monitors and evaluates programs; ensures complaints and grievances are resolved fairly and that appropriate measures are taken; fosters ethical values with clients; and manages alternative dispute resolution, essential service agreements and exclusions, and labour relations training.

Director General, Classification, Resourcing and Operations, (Staff of 248) provides national direction on policies, approaches, programs and services in classification and organizational design, staffing, national recruitment for key occupations, human resources planning, employment equity and official languages; directs the development of policies, guidelines, procedures and systems; provides advice and interpretation to departmental senior management and to institutions, parole offices and community correctional centres on staffing and recruitment policies, regulations and guidelines; monitors and evaluates programs and issues; ensures complaints and grievances are resolved fairly; fosters ethical values with clients; maintains contact and represents the Department with partners and colleagues in other departments and organizations.

Director General, Learning and Development, (Staff of 252) provides national direction on policies, approaches, programs and services for learning and career development; directs the development of policies, curriculum, and guidelines, procedures and systems; provides advice and interpretation to departmental senior management and institutions, parole offices and community correctional centres on learning policies, regulations and guidelines; manages the research of trends and new developments pertaining to the full spectrum of learning from leadership development to corporate and operational training and continuous learning; monitors and evaluates program delivery; directs recruitment training, management training and the National Training Standards; and operates the National Recruitment Training Centre and five (5) Staff Colleges.

Senior Director, HR Modernization and Governance, (Staff of 36) provides national direction and solutions regarding the centralization and migration of compensation services and directs the modernization of departmental human resources information management systems; defines requirements and the infrastructure necessary to support the departmental Human Resource Management Systems (HRMS), including user training, system upgrades and maintenance services; directs the integration of HRMS and the Scheduling and Deployment System; directs HR corporate analysis, statistical information and intelligence, and forecasts demographic trends for key groups in support of strategic and effective people management; and represents the Department with partners and stakeholders in Public Services and Procurement Canada to advance departmental compensation issues and ensure the continuity of compensation services.

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.

It is within this context that the Assistant Commissioner, Human Resources Management (AC) provides corporate leadership for the development and implementation of a comprehensive suite of strategic and operational HR policies, programs, plans and initiatives. The AC directs and supervises all HR functions: recruitment; staffing; labour relations; compensation services; classification and organizational design; learning and development as well as federal programs supported by legislation and policies (e.g., employment equity, official languages, recognition, health and safety and employee assistance programs). The AC is accountable for developing and managing the CSC’s HR program as well as its strategic and business plans. A major challenge facing the position is the alignment of the HR strategic agenda with CSC's vision, mission and corporate strategic and business goals. In meeting this challenge, there is a further requirement to ensure that HR plans and operations are consistent with public service policies, practices and initiatives. The AC is called upon to explore and develop innovative means of achieving the expected results in accordance with the CSC's legislative mandate and mission while emphasizing the safety and security of the public, staff and offenders. The AC provides authoritative interpretations of collective agreements and central agency policies and directives. The AC has extensive interactions with the Commissioner and senior management of the Department and is their key advisor on HR initiatives, strategies and ongoing business across the full range of HR programs.

As a member of the CSC Executive Committee, the AC articulates and defends the Sector perspective when contributing expertise to the overarching planning, business and policy priority-setting exercises of the organization. The AC provides expert advice on the implications of proposed program and organizational changes in the Department and ensures senior management are aware of their HR responsibilities and obligations. Through these interactions, the position is mandated to influence the overall corporate culture and management philosophy of the organization.

The AC leads the analyses to assess CSC's medium and long-term HR requirements to ensure that the Department is able to continue operations and to respond to emerging changes. In this context, the AC is challenged to streamline HR processes and service delivery structures within an evolving operational and technological environment. The AC must address areas of improvement identified in the Public Service Employee Survey (PSES) by scoping the impact and costs of corrective actions and recommending their adoption to the Commissioner. The AC provides leadership in organizational analysis and works collaboratively with other sector and regional managers to develop the strategic orientations and priorities for the Department to achieve its mandate.

The AC directs the full range of HR programs and is responsible for the management of all policy and program service delivery frameworks. These efforts are supported by the ongoing monitoring of all HR activities to ensure their continuing applicability given the strategic orientations of the Department. HR programs stem from CSC’s strategic HR vision and mission established by the AC. As such, there is a significant challenge in assuring that programs are fully integrated with the operational priorities of the organization and the requirements of the central agencies.

The AC provides strategic direction for the provision of adequate training and learning and development through a decentralized organization. Oversight is exercised to ensure that both experienced and new employees as well as managers are equipped and trained to face the challenges arising in the workplace. It is imperative that organization retain a sustainable, qualified and motivated workforce prepared to work alongside offenders in a difficult work environment and to facilitate their safe reintegration into society. The AC oversees the development of learning and development strategies and platforms. Internal employment equity action plans and official languages initiatives continue to be implemented on an ongoing basis. The AC establishes the leadership development strategy that focuses on workforce renewal and succession planning that target promising middle managers.

A major ongoing challenge for the AC is labour and management relations. CSC operates 24 hours a day, 365 days of the year. It is decentralized and the sole employer of Correctional Officers. The work and environment within which these employees work is extremely stressful and often dangerous and confrontational. It has a significant impact on staff morale and staff labour relations. There are upwards of 1500 staff grievances at various levels each year. In this context, the AC promotes a harmonious labour management consultation process and ensures that grievances are addressed and resolved diligently. The AC provides cogent leadership to the HR organization throughout the country. This necessitates strong consensus-building and motivational skills to engage all levels of interest and operational responsibility in advancing sound and strategic HR management.

The AC undertakes senior level representational, negotiation and advocacy activities with the executive officers of the central agencies to ensure the HR positions and requirements of Department are recognized and reflected in new policy and program initiatives and in major submissions prepared by the Department concerning non-delegated HR actions. There is an ongoing need to maintain open and constructive dialogue with the unions to gain their support for HR actions and initiatives and to optimize labour-management relations.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Directs the development of strategic business plans for the national HR program and resourcing of the Department and ensures their integration with and support for departmental corporate, strategic and operational business objectives.
2. Supports the HR needs of senior management, the HR community and delegated managers through advice, tools, training and management frameworks to ensure the consistency and coherence of the delivery of HR services across the Agency.
3. Directs the development of policy and programs and their supporting service delivery frameworks, processes and mechanisms to ensure program integration and enhance the consistent and coherent implementation of the HR programs.
4. Provides expert advisory service to senior management, the Commissioner and the Executive Committee on all HR issues and on the HR implications of proposed central agency or departmental policy and program initiatives.
5. Provides strategic management direction for the National Recruitment Training Centre, Regional Staff Colleges and the design and evaluation of national learning programs for CSC managers and employees in support of renewal objectives and core competency requirements.
6. Represents the Department with the central agencies and unions to ensure its perspectives and requirements are considered, valued and respected in their decisions and actions.
7. Represents the Department in international and inter-provincial symposia to promote CSC practices, public service initiatives and to share knowledge, values and experience.
8. Manages the financial and human resources of the Sector with probity.

Benchmark 58 - Text version

BM58: Assistant Commissioner, Human Resources Management
The subject position is at the first managerial level reporting to the Commissioner. There are 15 peer positions at the same reporting level.

4 positions report to the Assistant Commissioner, Human Resources Management.

• Linear organizational chart
  Commissioner, Correctional Service of Canada
  • Senior Deputy Commissioner
  • 5 Regional Deputy Commissioners: Atlantic, Quebec, Ontario, Prairies, Pacific
  • Assistant Commissioner, Correctional Operations and Programs
  • Assistant Commissioner, Health Services
  • Assistant Commissioner, Corporate Services
  • Assistant Commissioner, Policy
  • Assistant Commissioner, Communications and Engagement
  • Deputy Commissioner for Women
  • Director General, Executive Secretariat
  • Executive Director and General Counsel
  • Chief Audit Executive
  • Assistant Commissioner, Human Resources Management
    • Director General, Labour Relations and Workplace Management
    • Director General, Classification, Resourcing and Operations
    • Director General, Learning and Development
    • Sr. Director HR Modernization and Governance

Evaluation Rationale

Title: Assistant Commissioner, Human Resources Management

General Accountability

Oversight, direction and management of the public health infrastructure, emergency management and response, border health and biosecurity programs, services and activities.

Organization Structure

This is one of eight (8) positions reporting to the Deputy Minister. See Annex A for the organization chart.

The four (4) positions reporting to the Vice President, Health Security Infrastructure are:

Director General, Centre for Emergency Preparedness and Response, (Staff of 204) responsible for strengthening health emergency preparedness and response capacity, emergency planning, training, ongoing situational awareness and risk assessment, and deployment of surge capacity to mitigate risks associated with public health events/emergencies. The DG also oversees the Health Portfolio Operations Centre and is responsible for border and travel health programming aimed at protecting Canadians from the introduction and spread of communicable diseases.

Director General, Regional Operations, (Staff of 168) responsible for ensuring the strategic engagement of the Agency to address regional and local contexts and promote a coordinated response to national public health priorities. The DG leads the Regional Operations function which provides regionally tailored advice to inform policy and program development, and implements the regional aspects of Agency programs, supports preparation for and response to emergencies, and facilitates local stakeholder engagement and capacity to address priority public health issues.

Director General, Centre for Biosecurity, (Staff of 72) responsible for providing leadership to reduce risks to the health and safety of the public posed by activities involving human and terrestrial animal pathogens and toxins by establishing and maintaining comprehensive risk-based policy instruments and programs for pathogen oversight. The DG is responsible for a broad range of regulated activities including licensing and certification, monitoring compliance with regulatory requirements through inspections and audits, and applying a risk-based enforcement approach to correct non compliance.

Director, Office of Business Integration and Planning, (Staff of 60) provides a range of administrative business services (i.e., human resources, finance, contracting, security, accommodation, travel and events). The Director also leads Branch activities related to records management, planning and reporting, and performance measurement.

Nature And Scope

The role of the Agency is to promote public health and build capacity; prevent and control chronic diseases, injuries, and infectious diseases; prepare for and respond to public health emergencies; serve as a central point for sharing Canada's public health expertise with the rest of the world; apply international research to Canada's public health programs; and strengthen intergovernmental collaboration on public health and facilitate national approaches.

It is in this context that the Vice President, Health Security Infrastructure (VP) has the overall responsibility for the management and oversight of diverse program activities that support Government of Canada, Health Portfolio and Agency-wide goals to enhance the health, wellness and safety of Canadians. The VP serves as a key strategic advisor to the Agency President and the Minister of Health, providing critically important management support, policy and expert advice and recommendations. As a member of Agency's Executive Committee, the VP contributes to the formulation of long-term strategies, objectives and policies in support of the Agency's overall mandate and participates in the Agency's strategic planning process, with particular emphasis on the establishment of program priorities and the identification of financial, human and material resources required to enable the Branch to deliver effective programs for Canadians. The VP is responsible for ensuring that the Branch is effectively managed and is responsible for developing and implementing policies and strategies to ensure financial and non-financial resources are managed with probity; developing strategic and operational plans and performance measures, and reporting.

Operating in a rapidly evolving, high-pressure environment with significant social, economic and political considerations and complexities, the VP leads the development, implementation, delivery and oversight of a diverse range of programs and services. These include: coordinating and developing health emergency preparedness and response policies and plans; overseeing a comprehensive data gathering, analysis and information sharing program; leading a regulatory program for laboratories across Canada in academic, industrial, governmental, hospital/medical and/or private institutions; and ensuring the fulfillment of Canada's obligations under the International Health Regulations through the administration and enforcement of pertinent legislation and regulations. The VP oversees the development of the vision, strategies, policies, and plans to deliver on this complex mandate and ensures appropriate performance measurement and reporting. Assuring that programs and services can meet both the current and future needs of Canadians is a key challenge facing this position.

Each component of the Health Security Infrastructure program is complex. One of the key challenges is to ensure that each area can achieve expected results, while also ensuring that multiple components operate effectively together to support and enhance health, wellness and safety of Canadians. The VP provides management direction and oversight to three specialized centres of expertise: Emergency Preparedness and Response, Biosecurity, and Regional Operations.

Another key challenge is to provide the vision, strategy and oversight in the development of the policy framework and strategic plans permitting Canada's ability to predict, prepare and respond rapidly to public health emergencies/events nationally and internationally, in support of the Minister's responsibilities. Events range from natural events and disasters (e.g., floods, earthquakes), to outbreaks of infectious diseases (e.g., H1N1, Ebola, Zika virus) to incidents involving explosives, chemicals, biological, and radio-nuclear threats. Under the VP's leadership, the Centre for Emergency Preparedness and Response (CEPR) develops the infrastructure to support provinces and territories as required. This involves risk assessment and analysis; maintaining situational awareness of national and global public health; operational planning and preparedness; procuring, storing and deploying the Canadian stockpile of emergency supplies and equipment strategically located across Canada; mobilizing personnel within Canada or around the world to respond to ongoing or emerging needs; and developing and delivering national training programs. The VP is accountable for ensuring program alignment with broader Health Portfolio and government-wide priorities, overseeing operations, and intervening as required to resolve issues and reporting on performance.

Another key program area falling within the VP's mandate is the administration and enforcement of major public health acts and regulations which contribute to the Agency's ongoing efforts to anticipate and respond to public health challenges posed by human pathogens and toxins. The VP provides strategic guidance and leadership to these activities, ensuring the development of the guiding strategies, risk-based policy instruments and programs for pathogen oversight that support the delivery of these enforcement activities and ensure alignment with legislation, Agency and government priorities. The VP is accountable for providing regulatory oversight of over 8,400 laboratories across Canada in the academic, industrial, governmental, hospital/medical and/or private institutions; for intervening in high-risk situations to facilitate action and mitigate/eliminate risks; and for determining the appropriate approach to ensure compliance while considering a multitude of contributing factors.

The VP leads the operations of six regional offices, administers Agency grants and contributions programs, and oversees the gathering of key strategic regional intelligence and its transmittal to ensure that regional perspectives inform the Agency’s work at all levels, including strategic policy development. This includes advising on program gaps and emerging issues among client groups that may merit consideration via new or strengthened and refocused policies and programs. In this regard, the VP assumes horizontal responsibilities.

The VP is also accountable for the Border Health program that helps protect Canadians from the introduction and spread of communicable diseases. These responsibilities include overseeing a broad program including quarantine services for travelers, cargo and conveyances at Canadian ports of entry. The VP oversees the implementation of coordinated border health measures, the development of strategies and public communications to mitigate and address border and travel-related public health risks, and the implementation of regulations related to potable water and food safety.

Within the shared jurisdiction of public health, the success of the Health Security Infrastructure Branch is contingent upon bringing federal, provincial and international partners together, sharing information and ensuring Canada’s capacity to respond rapidly and appropriately to public health events/emergencies. Consequently, the VP is responsible for fostering collaboration among public health networks. The VP oversees the development and delivery of the Canadian Field Epidemiology Program (CFEP) and the Canadian Public Health Services (CPHS) program that support and build Canada's capacity to respond to ongoing and emerging needs through recruitment, training, development, and placement, including mobilization of personnel, nationally and internationally.

The VP also has a key international role, developing and maintaining collaborative networks with global partners and stakeholders, sharing situational awareness of emerging and/or evolving and ongoing public health events/emergencies. The VP fosters collaboration among partners, strengthening public health evidence through economic analysis, and represents Canada and the Public Health Agency of Canada at various forums at the international level (e.g., World Health Organization, US Centre for Disease Control, and the Pan American Health Organization).

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides executive leadership, strategic and management direction for the development, implementation and oversight of a wide range of activities that contribute to the health security of Canadians, including biosecurity, border health and emergency management.
2. Leads the coordination and development of health emergency preparedness and response policies, plans and surge capacity for the Agency.
3. Leads and coordinates the Public Health Agency of Canada and Health Canada's response to emergencies.
4. Monitors outbreaks and global disease events and directs the provision of border health services.
5. Leads the establishment and maintenance of policy instruments and programs for pathogen oversight.
6. Oversees the gathering of key strategic regional intelligence and its transmittal to appropriate senior headquarters fora to help guide policy development, federal/provincial/territorial relations, program delivery and communications.
7. Manages the human, financial and human resources of the Branch with probity.

Benchmark 59 - Text version

BM59: Vice-President, Health Security Infrastructure
The subject position is at the first managerial level reporting to the President. There are 7 peer positions at the same reporting level.

Reporting to the Vice-President, Health Security Infrastructure are 3 directors general and 1 director.

• Linear organizational chart
  President, Public Health Agency of Canada and Chief Public Health Officer
  • Vice-President, Infectious Disease Prevention and Control (IDPC)
  • Vice-President, Health Promotion and Chronic Disease Prevention (HPCDP)
  • Director General, Strategic Policy and Planning
  • Director General, International Affairs
  • Chief Financial Officer
  • Director General, Evaluation and Chief Audit Executive
  • Executive Director
  • Vice-President, Health Security Infrastructure
    • Director General, Centre for Emergency Preparedness and Response
    • Director General, Regional Operations
    • Director General, Centre for Biosecurity
    • Director, Office of Business Integration and Planning

Evaluation Rationale

Title: Vice-President, Health Security Infrastructure

General Accountability

Management of the delivery of all departmental correctional programs, services and operations in the Region.

Organization Structure

This is one of seventeen (17) positions reporting to the Commissioner. See Annex A for the organization chart.

The three (3) positions reporting to Regional Deputy Commissioner are:

Assistant Deputy Commissioner, Correctional, Operations (ADCCO), (Staff of 1285 to 3202)manages correctional institutions and parole offices across the Region to ensure the safety and security of staff and offenders; directs the administration of sentences imposed by courts through custody and supervision of offenders; directs the safe transition and management of offenders under conditional release in the community and conducts risk assessments; leads the implementation of new program approaches and initiatives; promotes the integration of institutional and community operations and fosters functional and cooperative relationships with service providing partners.

Assistant Deputy Commissioner, Integrated Services (ADCIS), (Staff of 151 to 317) directs the activities of multiple centres of expertise and the delivery of advice and services in support of the mandate in the region, in the areas of security operations, assessment and interventions, Aboriginal initiatives, informal conflict management, technical and financial services. ADCIS is accountable for developing and implementing a service delivery model that aligns services delivery in a team based, collaborative and client-oriented approach. The ADCIS manages the Informal Conflict Management System (ICMS) services designed to assist employees dealing with conflict situations; directs the provision of administrative support and services in the area of finance, procurement; and oversees the management of the region's assets; i.e., real property, vehicle and capital, telecommunications and security electronics.

Regional Administrator, Communications and Executive Services (RACES), (Staff of 17 to 28) manages the activities of the RDC's Office, including the development of communication strategies, briefings and other documents requested by the Commissioner or Minister; manages documentation and correspondence to and from the Commissioner's Office, regional strategic planning and reporting, the provision of administrative services, planning and coordinating Regional Management Committee activities and preparing the RDC for National Management Committee; and represents the Region on matters related to media relations, outreach and public consultation, and community engagement. The RACES is also responsible for victims' services in the Region.

Nature & 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.

It is within this context that the Regional Deputy Commissioner (RDC) directs the planning and delivery of 24/7 program activities in institutions and communities required to assist offenders to bring positive changes in behavior so they can successfully reintegrate into the community. Correctional programs are designed to make offenders accountable for their criminal behavior, change criminal attitudes, reduce rates of recidivism and increase safety in Canadian communities. In order to respond to the offender population in a consistent and integrated way, programs/services focus on the transition from incarceration to a reintegration into civil society. This program activity includes CORCAN, a special operating agency that employs federal offenders with the objective of providing them with the skills necessary to compete in the workforce once released from custody. Correctional programs also include security measures within institutions, including drug interdiction, and appropriate control practices to prevent security incidents. To maintain operational safety and security, the RDC leads the development and implementation of a number of key initiatives, including the Population Management Strategy designed to support the effective management of the inmate population in institutions, rigorous emergency management, security, business continuity and contingency planning, and the implementation of the various initiatives to address security threats and risks associated to violence and group dynamics.

As a member of the CSC Executive Committee, the RDC articulates and defends the Region’s perspective when contributing to the overarching business and policy priority-setting and planning exercises of the organization. The RDC provides expert advice and recommendations to the Minister, the Commissioner, the Senior Deputy Commissioner and other senior officials on issues and opportunities related to all aspects of corrections. The RDC contributes a front-line perspective to the development of national policy and program approaches. The RDC oversees the preparation of dockets and briefing requirements that support the Minister and the Commissioner.

The RDC is accountable for the development and execution of annual business and operational plans and priority-setting exercises for the Region, ensuring their alignment with the Department’s overarching plans and priorities. There is a requirement to ensure that a range of factors are taken into consideration in the development of plans and priorities. These include organizational policy and program priorities, the pressures of the complex offender population, capacity gaps among staff, changes to provincial and territorial legislation, delivery of effective correctional services in a fiscally responsible manner, as well as major corporate, governmental and central agency initiatives requiring implementation at the regional level. The responsibility for planning includes the preparation of regional input to corporate planning documents.

The RDC directs the development of a comprehensive community corrections strategy focusing on federal corrections and providing direction for the future through significant engagement of partners and stakeholders. Community supervision programs ensure that eligible offenders are safely reintegrated into communities. This requires the RDC to maintain an ongoing focus on initiatives to strengthen community partnerships and collaborative undertakings, including enhanced consultations with citizens, and First Nations, Metis and Inuit communities.

The RDC is accountable for corporate services in the Region (e.g., real property, accommodations, security, financial and procurement) and meeting national service standards. The RDC is tasked with developing comprehensive strategic business plans, establishing budgets and monitoring the performance of regional operations. There is also a requirement to assure the safety and security of parole officers in a large territory containing several facilities. Planning, delivering and overseeing these complex plans represent a significant challenge for the RDC as internal services are critical to achieving program activities.

The RDC works in conjunction with traditional and non-traditional partners who are involved in the delivery of essential services to assist offenders in their successful reintegration into the community. Consequently, there is a requirement to focus on building new partnership strategies with regional communities under the aegis of the Federal Community Corrections Strategy. This presents an additional challenge for the RDC; namely, the development of innovative and efficient ways to connect with stakeholders.

Continuous interaction with provincial departments of corrections and law enforcement is essential to strengthen the use of common approaches and improve communication and information-sharing. Further, the RDC works collaboratively with primary portfolio partners, including the Parole Board of Canada, the Canada Border Services Agency (CBSA), the Royal Canadian Mounted Police (RCMP) and regional departmental stakeholders. The RDC conducts Deputy Minister level meetings with various provincial/territorial ministries that often require the negotiation of settlements to resolve conflicting policies and priorities. Thest provide a credible and forthright presence in dealings with community and special advocacy groups, Members of Parliament acting on behalf of their constituents, Aboriginal representatives, community services organizations, union representatives, and the media.

The RDC oversees the implementation and monitoring of national policies and procedures in a way that is consistent with corporate policy intent and meets the particular needs of the Region. The RDC is responsible for establishing the goals, objectives and priorities of the Region, planning and directing the work within the integrated service delivery model, and managing the assigned financial and human resources.

The RDC chairs a number of regional interdepartmental and inter-agency committees.

Dimensions (Constant Dollars)

Specific Accountabilities

1. Provides executive leadership to program activities in the region (custody, correctional interventions and community supervision, administration of sentences, safety/security of offenders and staff, the protection of the public).
2. Directs the development of regional policies, governance structures and processes governing regional program operations.
3. Oversees the development of strategic plans and establishes regional priorities and operational plans.
4. Oversees the development of management frameworks governing operations, which includes the development of risk management, performance management and compliance frameworks.
5. Provides expert advice and recommendations to the Commissioner, the Minister and senior management on regional programs and criminal justice matters.
6. Works collaboratively with federal departments, other levels of government and community service organizations to facilitate the integration between institutions and the community and represents the Department with advocacy groups, First Nations representatives, unions and the media.
7. Manages human, financial and materiel resources with probity, effectiveness and economy.

Benchmark 60 - Text version

BM60: Regional Deputy Commissioner
The subject position is at the first managerial level reporting to the Commissioner. There are 12 peer positions at the same reporting level.

There are 5 Regional Deputy Commissioners in Atlantic, Quebec, Ontario, Prairies and Pacific. 3 positions report to Regional Deputy Commissioner.

• Linear organizational chart
  Commissioner
  • Senior Deputy Commissioner
  • Deputy Commissioner for Women
  • Assistant Commissioner, Correctional Operations and Programs
  • Assistant Commissioner, Corporate Services
  • Assistant Commissioner, Health Services
  • Assistant Commissioner, Human Resource Management
  • Assistant Commissioner, Communications and Engagement
  • Assistant Commissioner, Policy
  • Chief Audit Executive
  • Director General, Executive Secretariat
  • Executive Director
  • General Counsel, Legal Services
  • 5 Regional Deputy Commissioner (Atlantic, Quebec, Ontario, Prairies, Pacific)
    • Assistant Deputy Commissioner, Correctional Operations
    • Assistant Deputy Commissioner, Integrated Services
    • Regional Administrator, Communications and Executive Services

Evaluation Rationale

Title: Regional Deputy Commissioner