IRCC Deputy Minister Transition Binder 2022: Corporate Services Sector – Overview - July 2022

Corporate Services Sector - Overview

CSS nurtures strong collaborations with both intra and inter-departmental partners. It is a leading force and influencer throughout the public service. Partners include but are not limited to: Treasury Board Secretariat (TBS), Privy Council Office, Office of the Information Commissioner, Office of the Privacy Commissioner, Office of the Commissioner of Official Languages, Public Service Commission, Public Services and Procurement Canada, the Canada Border Services Agency, Employment and Social Development Canada, Global Affairs, and the Immigration and Refugee Board.

• The Corporate Services Sector (CSS) integrates internal services that enable the advancement of departmental priorities and help Immigration, Refugees and Citizenship Canada (IRCC) achieve its goals.
• CSS’ five branches provide advice and guidance to management to exercise their delegation and responsibilities under various policies, directives, processes and legislative frameworks governing corporate services in the federal public service.
• This includes sound people management, corporate secretariat services and an integrated approach to change management.

Corporate Services Sector - Pillars

• Planning with purpose:
  • Engaging early on departmental priorities, discussions and decisions to provide options and solutions.
• Fostering Partnership:
  • Enhancing the partnership model across the department to leverage and optimise resources, (i.e., hub and spoke model) that ensure a cohesive and aligned approach to achieving departmental priorities and results.
• Ensuring Stewardship:
  • Providing advice, guidance and direction that ensures sound stewardship of departmental delegated authorities and adherence to the legislative and policy framework in the delivery of solutions.
• Focusing on Solutions:
  • Advancing solutions and best practices that are creative, innovative, effective and efficient in the delivery of enabling services and contributing to departmental results. 

Corporate Services Sector – Organizational Structure

Holly Flowers Code

Chief Human Resources Officer (CHRO)& Assistant Deputy Minister, Corporate Services Sector

Thierry Cadieux

DG, Integrated Corporate Business & Chief Privacy Officer (CPO)

Divisions

• Access to Information and Privacy
• Parliamentary Affairs and Briefings
• Corporate Governance, Events and Oversight
• Ministerial Enquiries

Virginie Mongeon

a/DG, Enterprise Change and Learning Academy^{Footnote *}

Divisions

• Capability Building
• Advisory and Community Engagement
• Learning Academy

Catherine Beaubien

a/DG, Strategic People Management and Employee Engagement^{Footnote *}

Divisions

• People Management Planning
• Staffing Monitoring and Reporting
• Human Resources Systems and Solutions
• Human Resources Data and Analytics
• Employee and Candidate Experience / Inclusion, Diversity and Official Languages

Patrick St-Jean

DG, People Management Operations^{Footnote *}

Divisions

• EX and non-EX staffing services
• EX and non-EX classification services
• Performance and Talent Management
• HR-to-Pay Stabilization

Josée Lapointe

a/DG, Workforce and Workplace Management^{Footnote *}

Divisions

• Labour Relations
• Workplace Health
• Workplace Investigations & Ethics
• Compensation Liaison Office

Corporate Services Sector – Branch Mandate

CSS branches have the following roles in supporting IRCC’s mandate and priorities.

Strategic People Management and Employee Engagement (SPMEE) Branch

Engages with partners across the Department to design the workforce of the future. SPMEE is responsible for recruitment, onboarding, diversity and culture, and developing systems, strategies and reporting tools to support IRCC in being effective and aligned.

Integrated Corporate Business (ICB) Branch

Drives effective coordination, oversight, and advice to the Deputy Ministers, Minister and the Department on corporate secretariat-related matters. ICB is responsible for governance, parliamentary affairs, briefings, ministerial enquiries, and executive events. The branch also provides strategic functional guidance and oversight on departmental access to information and privacy matters.

Enterprise Change & Learning Academy (ECLA) Branch

Guides IRCC through changes related to growth and transformation, as well as ensuring employees have the knowledge, skills and abilities to do their jobs well. ECLA is responsible for aligning change management to employee and leadership development.

People Management Operations (PMO) Branch

Provides high-quality client-centric advice and services for Human Resources operations functions: staffing, classification, performance and talent management, HR-to-Pay stabilization, as well as executive resourcing and support, Governor in Council appointments, and the IRCC Minister’s Office.

Workforce and Workplace Management (WWM) Branch

Oversees Labour Relations, Occupational Health & Safety (including workplace harassment and violence prevention), Recognition, Workplace Wellness, Workplace Investigations & Ethics, and the Compensation Liaison Office.

Corporate Services Sector – Priorities 2022-2023

The Sector established its priorities for 2022-2023 (see Annex) and its top five priorities for the fiscal year include:

• Enable departmental growth to manage ongoing and new priorities i.e., Digital Platform Modernization, Ukraine, etc.
• Maintain compliance with legislative and legal requirements in light of changes and increasing volumes i.e., Privacy Act Extension Order, Prevention of Harassment and Violence in the Workplace Policy, Employment Equity Act.
• Continue to implement a Privacy-by-Design approach in a digital world.
• Enable the enterprise Future of Work approach and a hybrid work model i.e., collective agreements, mental health resources, etc.
• Enhance Change Management to support the Department in addressing learning and change management priorities i.e., Change Management Service Delivery Model, etc

Corporate Services will advance a culture of management excellence founded on planning, partnership, stewardship and solutions with all sectors in the areas of human resources management, change management, as well as integrated corporate services.

Annex

Four guiding pillars:

Corporate Services Sector (CSS) will advance a culture of management excellence founded on planning, partnership, stewardship and solutions with all sectors in the areas of human resources management, change management, as well as integrated corporate governance. CSS is committed to optimizing and strengthening its program management and service delivery models through the following four guiding pillars:

• Planning with purpose through early engagement
• Fostering partnership by leveraging & optimising resources
• Ensuring stewardship through advice, guidance & direction
• Focusing on solutions that are creative, innovative, effective & efficient

2022-2023 Sector Priorities & Deliverables

Enable departmental growth to manage ongoing and new priorities (i.e., Digital Platform Modernization, Ukraine)

• Align the enterprise People Management Strategy with Departmental priorities (Q4).
• Review enterprise Governance Model to streamline executive decision-making (Q3).
• Review the Parliamentary Affairs Service Delivery Model  to strengthen Departmental Officials appearances at Committees (Q2).
• Continue to implement enterprise HR2Pay Stabilization Strategy (Q4).

Maintain compliance with legislative and legal requirements in light of changes and increasing volumes

• Secure funding to implement the Privacy Act Extension Order and procure a new Information Management Platform to house the increased volume of requests (Q2).
• Review the amendments, develop a communications plan for stakeholders (managers, employees etc.) and update tools. following the implementation of new changes to the Official Languages Act (parts IV, V and VI) (Q4).
• Develop a Departmental framework to continue implementing requirements of Bill C-65, including the new Prevention of Harassment and Violence in the Workplace Policy (Q4).
• Review the amendments, develop a communications plan for stakeholders and update tools, following the implementation of new changes to the Employment Equity Act (Q4).

Continue to implement a Privacy-by-Design approach in a digital  world

• Build Privacy-by-Design into front-end of action plans for design/renewal of policies, programs, projects, etc. (Q4).
• Design and implement an enterprise approach to communicate privacy requirements, noting the variety of stakeholders (Q3).
• Establish both an Access to Information Division and a separate Privacy Management Division, and update the Service Delivery Models (Q2).

Enable the enterprise Future of Work approach and a hybrid work model

• Continue to provide advice and guidance to align the Departmental strategy with central agency direction (e.g., Collective Agreements, including location of position and hours of work, mental health resources, mandatory vaccinations) (Q4).
• Review the Executive Events Model to deliver quality Departmental Events in the context of a hybrid work model and a digital environment (Q2).

Enhance Change Management to support the Department in addressing learning and change management priorities

• Design and implement an Enterprise Change Management Service Delivery Model to improve organizational performance by supporting healthy and sustainable change (Q3).
• Establish and evolve a culture of continuous learning and invest in the development and implementation of a Future of Learning & Development Strategy and Action Plan (Q4).