Appendix C1 - Benchmark Index by Function - Human Resources

Executive Group Benchmark - Number: 8-N-1

Position Title: Assistant Commissioner, Human Resources

General Accountability

Is 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 is 1 of 15 positions at the first managerial level reporting to the Commissioner (Deputy Minister). The others are Senior Deputy Commissioner; 5 Regional Deputy Commissioners (Atlantic, Quebec, Ontario, Prairies and Pacific); Deputy Commissioner, Women; Assistant Commissioner, Operations and Programs; Assistant Commissioner, Performance Assurance; Assistant Commissioner Communications; Executive Director, Corporate Secretariat; Assistant Commissioner, Corporate Services; Assistant Commissioner, Policy, Planning and Coordination; and Senior General Counsel.

Specific functions of the positions reporting to the Assistant Commissioner, Human Resources, are as follows:

Director General, Organizational Renewal, (staff of 4) is responsible for managing the departmental Human Resources (HR) strategy, including providing a framework to monitor key HR performance areas.

Director General, Labour Relations, (staff of 32) is responsible for planning, developing and delivering the departmental labour relations, health and safety, harassment awareness, and compensation programs; managing and monitoring alternative dispute resolution, designations and exclusions, staff relations training, and labour relations management authorities; directing the development of policies, guidelines, procedures and systems; providing advice and interpretation to senior management and field offices on policies, regulations and guidelines; and monitoring and evaluating programs.

Director General, Organizational Design and Resourcing, (staff of 30) is responsible for planning, developing and delivering the organizational design and classification, resourcing, recruitment, employment equity and official languages programs, including directing the development of policies, guidelines, procedures and systems; providing advice and interpretation to senior management and field offices on policies, regulations and guidelines; and monitoring and evaluating programs.

Director, Corporate Resourcing / Executive Resourcing, (staff of 7) is responsible for ensuring a national strategic direction, and providing leadership in career management for executives and senior managers.

Director General, Learning and Career Development, (staff of 131) is responsible for planning, developing and delivering the learning and career development, employee assistance, and awards and honours programs, including directing and managing the Correctional Management Learning Centre (CMLC) and the six regional staff campuses.

Director, Information Management, (staff of 6) is responsible for providing information and administrative services to support Branch operations.

Director, National Headquarters Human Resources, (staff of 21) is responsible for providing the full range of HR services to the clients at national headquarters.

The Assistant Commissioner provides functional direction to five Regional Human Resources Administrators, who are responsible for delivering the full range of HR services to clients in their respective region.

Nature And Scope

Correctional Service Canada (CSC), as part of the criminal justice system and respecting the rule of law, contributes to the protection of society by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.

CSC operates under three levels of management: national, regional and institutional / district parole office. The national headquarters in Ottawa performs overall planning and policy development, while each of the five regional offices implements departmental activities in facilities in its respective region.

The Assistant Commissioner, Human Resources, is accountable for developing and managing CSC's entire HR program in order to provide leading-edge strategies, responsive strategic and business plans, and associated actions that are fully integrated into CSC's vision, mission and corporate strategic and business goals, objectives, priorities and plans, while ensuring the effective implementation of corporate changes to HR management flowing out of the government's agenda for Public Service modernization.

The Assistant Commissioner acts as an agent of change in order to steer HR strategies and business orientations toward a proactive and responsive position. The incumbent is called upon to ensure that activities are refocussed to assume a forward-looking and anticipatory stance instead of reacting to demands for services or to issues once they have developed and become an overwhelming preoccupation. The incumbent ensures that the Branch has the capacity to continuously identify relevant issues in CSC and the external environment as they emerge and to continuously monitor them in order to undertake initial and strategic developmental actions on required HR policy and program responses so that CSC is equipped to deal with these situations in a planned and professional manner and to achieve the expected results.

A major challenge for the incumbent is to develop and implement strategies, approaches and initiatives to promote and advance harmonious labour/management relations in a highly decentralized environment operating 24 hours a day, 365 days a year, where employees' work is extremely stressful and where confrontational situations often occur. The Assistant Commissioner is responsible for developing and implementing strategies and initiatives to reduce the number of grievances, and ensuring that grievances are addressed and resolved with due diligence and in a timely manner. The incumbent is also responsible for providing direction and training to all levels of staff in order to facilitate the development of a safe and secure work environment, and providing a proactive approach to labour relations.

The Assistant Commissioner is responsible for leading major strategic initiatives to increase the level of basic operational and specialized training through the creation of a new governance model for learning and development that regroups existing colleges under one functional authority that provides for planning, priority setting, monitoring and reporting mechanisms, resulting in improved accountability for the Department's investment in developmental activities and results. The incumbent is responsible for establishing and operating the CMLC, a national campus dedicated to correctional management issues and learning events. The CMLC is available to departmental managers and employees and provides them with high quality learning and the opportunity to share with colleagues from across the country. The CMLC enables CSC to increase management training and development opportunities in order to strengthen and renew current managers and to prepare future managers to provide effective leadership and administration in the complex field of corrections. The CMLC provides the learning required to increase the level of basic operational and specialized training for correctional staff that will provide them with the skills they need to conduct their duties safely, humanely and in compliance with the law.

The Assistant Commissioner provides strong leadership to all corporate HR divisions and exercises authoritative functional direction over the regions' HR organizations, as well as over sub-delegated managers through the operational and regional HR organizations.

During a time of unparalleled changes in the HR functions in the federal government, it is extremely important for the Department that the Assistant Commissioner ensure that the Department's interests are well represented and advocated to the central agencies. With the devolution of authority and accountability from the central agencies to departments, and with the focus of central agencies on the renewal of management in general, including HR management, the incumbent provides a strong voice in shaping new policy and program initiatives launched by the central agencies that will affect CSC's workforce.

The Assistant Commissioner interfaces extensively with the Commissioner and senior management of the Department and is their key adviser on HR initiatives, strategies and ongoing business across the full range of departmental HR programs. As a member of the Executive Committee, the incumbent contributes to the overarching policy frameworks of the Department and ensures that HR considerations are reflected in its vision, mission, and overall strategic and business priorities.

**Dimensions** (Constant Dollars)
	Branch	Department
FTEs:	240	14,135
Operating budget:	$2.0 million	$106 million

Specific Accountabilities

Directs the development of proactive strategic business plans for the national HR program, ensuring that the planning, development and implementation of policy, service delivery, and planning frameworks and processes enhance the consistent and coherent implementation of the HR program across the Department.
Provides leadership to the corporate divisions of the national HR program, as well as authoritative direction to the regional HR divisions and to delegated managers, in order to ensure that HR services are consistent and coherent across the Department.
Provides advice and makes recommendations to the Commissioner, senior managers and key corporate committees on all HR issues and on HR implications of proposed central agency or departmental policy and program initiatives.
Provides strong representational services for CSC with the central agencies and bargaining agents to ensure that its perspectives and requirements are considered, valued and respected in their decisions and actions.
Acts as an agent of change to steer the strategic direction of the HR function toward the proactive provision of advice and to ensure the effective implementation of corporate changes to HR management flowing out of the government's agenda with respect to Public Service modernization.
Directs the CMLC and the regional staff campuses to enhance the capacity of CSC's managers and employees and to provide effective leadership and administration in the complex field of corrections.
Ensures that senior management, the HR community and delegated managers have the information, advice, training and assistance they require to deal with HR issues.

Evaluation Rationale

Assistant Commissioner, Human Resources

Know-How

G: Mastery of the concepts, principles and practices of HR management; knowledge of federal legislation and of central agency regulations and policies applicable to HR management activities; and mastery of the interrelationships between CSC plans and priorities and HR strategies and programs in order to support departmental objectives.
III: Manages the integration of departmental HR activities, which encompasses the direction of corporate divisions at the national level, and provides functional direction to the regional HR divisions and delegated managers.
3: Provides strong HR leadership at the corporate, regional and institution/district levels to ensure consistent and coherent HR management across CSC.
800: High number recognizes the expertise required to manage the HR function in a highly decentralized environment, to provide strong corporate leadership in the management of staff relations activities in a difficult environment, and to foster a learning culture within CSC through the management of a corporate learning centre and six regional staff campuses.

Problem Solving / Thinking

G: Thinking is done within CSC's broad operational objectives and central agency policies.
4: Requires analytical and constructive thinking to interpret government goals concerning HR management and to translate them into CSC-wide HR management policies and programs.
(57) 460: Solid percentage indicates degree of challenge required to develop new concepts and approaches in order to integrate HR management with CSC plans and operations.

Accountability / Decision Making

G: Reporting to the Commissioner, is accountable for developing and managing the HR program and providing leading-edge strategies and business plans, programs and services that are fully integrated with CSC's vision, mission and corporate strategic and business goals, objectives, priorities and plans.
3P: The incumbent manages the Human Resources Branch and provides leadership in the planning and delivery of the HR program. The proxy selected to represent this impact is the Branch salary and operating budget of $2.0 million (constant).
608: Mid-range number reflects the degree of decision-making authority associated with managing the CSC-wide HR program and the contribution that the position makes as the senior human resources management official to advancing the government's HR management agenda, while supporting the achievement of CSC results.

Summary

GIII3	800
G4(57)	460
G3P	608
Total =	1868 A2

Org chart of the ASSISTANT COMMISSIONER HUMAN RESOURCES — **Assistant Commissioner, Human Resources - Number: 8 - N - 1**

Executive Group Benchmark - Number: 7-N-1

Position Title: Director General, Human Resources

General Accountability

Is accountable for providing corporate leadership in formulating and integrating human resources (HR) management policy and planning frameworks and processes into departmental management practices to support the Department's strategic and operational goals; and directing the provision of HR management services across the Department.

Organization Structure

This is one of nine senior executive positions at the first managerial level reporting to the Deputy Minister. The others are Assistant Deputy Minister, Operations; Assistant Deputy Minister, Policy and Program Development; Assistant Deputy Minister, Strategic Directions and Communications; Assistant Deputy Minister, Centralized Service Delivery and Corporate Services; Assistant Deputy Attorney-General; Ombudsman; Executive Director, Global Case Management System Business; and Director, Client Service Project.

Specific functions of the senior positions reporting to the Director General, Human Resources, are as follows:

Director, Learning and Development, (staff of 31) is responsible for developing and directing the implementation of the Department's learning framework, which promotes the continuous development and expansion of individual competencies and the creation of a supportive learning environment, and addresses clear and ongoing linkages with the Department's business planning process; developing change management strategies that support the implementation of renewal projects, policies, programs and operations; directing the evaluation of the effectiveness of training and development interventions; and managing developmental programs, such as career management, assignments, Management Trainee Program, Career Assignments Program, Interchange Canada, international exchanges and educational leave.

Director, Strategic Resourcing, (staff of 38) is responsible for developing departmental HR management policies and service delivery frameworks in all HR disciplines; guiding the implementation of headquarters and regional HR operations officers and staff; providing operational services for non-delegated and Executive Group classification and staffing; managing the planning and development of HR information systems; introducing new technologies to the sector; advising managers and HR officers at all levels; and representing the Department to central agencies and other government departments.

Director, Client Services, (staff of 37) is responsible for developing and implementing operational systems and procedures to provide HR services to managers and staff at headquarters, including the International Branch and its overseas operations in all HR areas; and coordinating various promotional events.

Director, Workforce Effectiveness, (staff of 20) is responsible for planning, developing, administering and monitoring corporate policies, processes and procedures for the Department in all HR disciplines; providing specialized professional services and advice to corporate and regional management on grievances, collective bargaining, designations, exclusions and union-management relations; and coordinating investigations of malfeasance in Canada and abroad with the RCMP and Foreign Affairs Canada.

Nature And Scope

The Department is a highly decentralized organization located in five domestic regional offices, a network of service centres across Canada and a large number of points of service abroad. Headquarters provides centralized program direction and coordination, including the management of centralized processing centres located outside the National Capital Region.

The Director General, Human Resources (DGHR), is responsible for developing and championing strategic and governance frameworks, as well as defining short- and long-term approaches to the implementation of policies, systems and operational processes supporting the HR management requirements of departmental management, which involve two distinct populations: rotational foreign service officers and domestic non-rotational staff. Owing to its complex domestic and international mandate, the Department must strategically plan and implement distinct systems of personnel management that meet the requirements of rotational staff involved in service delivery abroad, non-rotational staff working under terms and conditions identical to the rest of the Public Service located in all parts of the country and locally engaged staff working to deliver programs in missions worldwide. This workforce composition poses multiple and unique challenges requiring a high level of leadership and influence from the DGHR in addressing cultural, geographical and renewal issues. The DGHR develops collaborative relationships with Foreign Affairs Canada in selecting and assigning rotational and locally engaged staff.

A major challenge for the DGHR is to develop and implement an integrated HR strategy, as well as an HR governance structure for the Department. Leading the implementation of the strategic plan requires the incumbent to obtain approval from all departmental levels and geographic regions to accept and integrate clear accountability and leadership for effective HR management. Based on clear requirements for establishing an HR renewal process that addresses distinct and pressing needs for targeted recruitment, professional development, greater delegation to management and more professional HR practitioners, the incumbent makes recommendations to the Deputy Minister on the departmental HR agenda in order to ensure that corporate HR objectives are met. The incumbent provides critical leadership and change agent roles in supporting HR program and operational policies through the departmental strategic directions.

Another challenge for the DGHR is to provide sustained leadership to the Department's Human Resources Renewal Agenda. In articulating and advancing the Department's renewal strategy, the incumbent is called upon to build strong linkages between leadership, learning, networking and communications and to incorporate government-wide initiatives to modernize HR management. The incumbent leads the development and implementation of strategic goals that increase opportunities for sharing best practices; continues to use information and technology to improve services to clients; introduces or enhances partnerships with other government organizations; develops new management tools; and addresses workplace concerns expressed by employees.

The DGHR leads the development of a recruitment, promotion and retention framework that guides the implementation of headquarters and regional approaches to meeting the Department's top priority to renew its workforce and its commitment to developing a highly skilled, flexible workforce that can support the Department's evolving role and responsibilities. The incumbent provides a corporate focal point for the development of common resourcing tools, such as competency-based selection profiles for key operational and policy positions, enhancement of the departmental succession planning process and strengthening the departmental HR planning process through stronger linkages to the departmental strategic analysis and planning mechanisms.

The DGHR provides professional and managerial leadership for the development and implementation of a Department-wide learning framework that addresses three broad areas: common objectives or competencies on which to base departmental training programs; clearly defined roles and responsibilities for managers and employees at headquarters and regions; and clear and ongoing linkages with the business planning process to ensure that learning plans reflect evolving departmental priorities. The incumbent must ensure that learning opportunities not only address the operational training required for employees to do their current jobs efficiently and effectively, but also foster the acquisition of generic skills that prepare employees for future challenges within the Department and permit them to compete in the open marketplace.

The DGHR provides recommendations and advice to the Deputy Minister and the Executive Committee on HR matters; analyses and selects alternatives from innovative solutions and approved precedents in order to resolve major situations; reviews and monitors the overall impact of HR policies and programs to determine their success in recruiting, developing and retaining qualified staff for departmental programs; initiates special studies to determine the impact of proposed central agency and union initiatives; modernizes the HR management information systems; establishes standards of service; and ensures that service quality is maintained. The incumbent sits on and leads the Department's Executive Committee in the organizational diagnosis of needs in terms of HR competencies and relationships that will support the attainment of strategic and program objectives.

The DGHR represents the Department's interests in key corporate decision-making bodies on issues of HR renewal and training, as well as the design of government-wide HR programs. The incumbent also establishes working relationships with central agencies and peers in the HR community to secure essential authorities for the Department within the broader HR renewal agenda.

**Dimensions** (Constant Dollars)
Sector:	FTEs:	128
Sector:	Operating budget:	$1.96 million
Department:	FTEs:	4,442
Department:	Salary budget:	$34.7 million

Specific Accountabilities

Directs the Department's HR function, leading the delivery of HR services domestically and abroad; ensuring that the Department has the maximum delegated authorities and accountability agreements providing for the effective management of all HR disciplines, policies and programs; and ensuring the development and implementation of effective quality control, functional review and monitoring activities in order to meet statutory, regulatory and central agency requirements.
Leads the Executive Committee through organization assessments to determine the HR implications of departmental strategic, policy and program objectives and to determine how HR strategies, programs and processes can best support the achievement of the Department's mandate.
Provides leadership in the Department's HR renewal strategy with particular emphasis on achieving management accountability, strengthened organizational capability and an enabling culture.
Leads the development of a departmental learning culture and a learning framework based on the continuous expansion and development of individual and group competencies.
Represents the Department's interests and priorities in the development of Public Service-wide policies and initiatives; and negotiates for the resolution of problems and major concerns with central agencies, other departments and bargaining agents.
Provides strategic advice to the Minister, the Deputy Minister and the Executive Committee members on all matters related to HR management for meeting departmental objectives; and develops short- and long-term HR strategies and plans.

Evaluation Rationale

Director General, Human Resources

Know-How

G: Mastery of the theories and techniques of HR management in a federal context, and in-depth knowledge of the mandate, objectives, policies and programs of a geographically dispersed department.
III: Department-wide operational and conceptual management of the HR function, including related policies, procedures, guidelines and performance indicators.
3: Successful achievement of objectives requires managing departmental staff, motivating functionally supervised staff, providing advice and guidance to senior management, and representing the Department's interests and priorities in interdepartmental fora.
700: Mid-range number reflects solid mastery of the field and recognizes the challenges inherent in managing distinct HR regimes and the geographical dispersion of the Department's operational points of delivery.

Problem Solving / Thinking

F: Thinking within central agency policies, directives and guiding principles, interprets broad policy statements; develops, implements and coordinates programs and policies that ensure the recruitment and retention of qualified personnel and contribute to the achievement of departmental objectives.
4: Analytical, constructive and interpretative thinking is required to align HR plans and strategies with departmental priorities and objectives; to judge and advise on the effects of central agency policies, internal structure or mandate changes; to identify and solve operational problems; and to develop and promulgate a departmental HR philosophy.
(57) 400: High percentage recognizes the status of the position in providing high-level departmental HR advice and services and its strong functional direction with domestic and international regions.

Accountability / Decision Making

F: Reporting to the Deputy Minister, acts under general direction and guidance in developing and implementing HR policies, programs and systems to assist the department in achieving its objectives and mandate.
3P: The position has a primary impact on HR activities, represented by a proxy of $1.96 million (constant) of the annual operating budget and a strong influence on all HR activities in the Department, as represented by a payroll of $34.7 million (constant).
460: High number reflects the reporting relationship of the position, its total overall contribution to and accountability for both domestic and international HR management and their effect on departmental results.

Summary

GIII3	700
F4(57)	400
F3P	460
Total =	1560 A1

Org chart of the DIRECTOR GENERAL HUMAN RESOURCES — **Director General, Human Resources - Number: 7 - N - 1**

Executive Group Benchmark - Number: 6-N-1

Position Title: Director General, Regional Civilian Human Resources Services

General Accountability

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

Organization Structure

This is one of three positions at the second managerial level reporting to the Assistant Deputy Minister, Human Resources-Civilian. The other two are Director General, Civilian Human Resources Strategies and Development; and Director General, Employee Relations.

Specific functions of the senior positions reporting to the Director General, Regional Civilian Human Resources Services, are as follows:

Six (6) Directors, Civilian Human Resources Service Centres (Pacific, Prairies, Ontario, Quebec, Atlantic, National Capital Region), (staff ranges from 50 to 160) are each responsible for planning, organizing and managing the provision of civilian human resource administration support services within the assigned geographical area; contributing to the policy and procedural framework development responsibilities of the Human Resources-Civilian Branch; and providing leadership for inter-regional human resources initiatives as assigned by the Director General, Regional Civilian Human Resources Services.

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

Nature And Scope

The Department of National Defence and the Canadian Forces are responsible for defending Canada, its interests and its values, while contributing to international peace and security. The Canadian Forces are called upon to fill three major roles: protecting Canada, defending North America in cooperation with the United States of America, and contributing to peace and international security. The Department and the Canadian Forces are two distinct organizations under one Minister. They operate in a cohesive fashion to ensure that the Canadian Forces can fulfill its mandate. The human resources function is different for public servants and military personnel, with the Assistant Deputy Minister, Human Resources-Civilian being responsible for development and delivery of the human resources program as it applies to civilian employees.

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

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

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

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

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

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

**Dimensions** (Constant Dollars)
Division: FTEs:	530
Operating budget:	$3.9 million
Department: Civilian staff:	21,000
Civilian salary budget:	$129.2 million

Specific Accountabilities

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

Evaluation Rationale

Director General, Regional Civilian Human Resources Services

Know-How

F: Extensive knowledge of legislation and regulations governing human resources management in the Public Service; thorough knowledge of departmental human resources and administrative policies and activities, both civilian and military; and in-depth knowledge of departmental and Canadian Forces organization, chain of command, mandate and objectives.
III: Conceptual input to human resources policy development and development of the service delivery framework for their implementation; and centralized planning, management and direction of civilian human resources services to all parts of the Department and the Canadian Forces.
3: Critical level of human resources skills required to ensure the consistent application of the service delivery framework across all regions; to provide direction and guidance to subordinate managers; to provide advice to the Assistant Deputy Minister and corporate functional areas on operational issues; and to provide advice to client managers.
608: Higher rating reflects the Department-wide direction of the delivery of the full range of human resources functions, the skill associated with leading change in a culturally diverse organization, and the managerial expertise required to direct the work of Civilian Human Resources Service Centres to meet the needs of civilian and military managers.

Problem Solving / Thinking

F: Thinking within broadly defined policies, principles and goals, manages a service delivery framework for the provision of the full range of human resources services.
4: Adaptive thinking required to develop and implement innovative solutions to support and advance the introduction of new business processes; provide input to human resources policy development; and develop and implement solutions to sensitive problems, particularly as they relate to alternative service delivery initiatives.
(57) 350: Higher percentage reflects the requirement of the position to provide operational perspective to corporate entities at the policy level.

Accountability / Decision Making

F: Under the general direction of the Assistant Deputy Minister, Human Resources-Civilian, is responsible for providing national leadership to integrate civilian service delivery with that of the military.
3P: Primary impact on the delivery of civilian human resources services across the Department, as represented by a salary and operating budget of $3.9 million (constant).
400: Mid-range number reflects the level of discretion in dealing with sensitive human resources issues and the national leadership role that the incumbent plays in enhancing the business approach and client service orientation of departmental civilian human resource services as represented by the civilian salary envelope.

Summary

FIII3	608
F4(57)	350
F3P	400
Total =	1358 A1

Org chart of the DIRECTOR GENERAL REGIONAL CIVILIAN HUMAN RESOURCES SERVICES — **Director General, Regional Civilian Human Resources Services - Number: 6 - N - 1**

Executive Group Benchmark - Number: 6-N-2

Position Title: Director General, Human and Corporate Services

General Accountability

Is accountable for providing corporate leadership in formulating and implementing policies, plans, guidelines, standards, processes and procedures to integrate human resources, material management, accommodation, information management, electronic information, security and access to information into a comprehensive quality approach to service delivery that supports the achievement of the Department's strategic and operational goals.

Organization Structure

This is 1 of 10 positions reporting at the first managerial level to the Deputy Minister. The others are the five Regional Assistant Deputy Ministers; the Director General, Finance; the Special Assistant to the Deputy Minister; and two Executive Assistants.

Specific functions reporting to the Director General, Human and Corporate Services, are as follows:

Chief, Human Resources, (staff of 17) formulates and integrates human resources management policies and processes into departmental management practices to support the achievement of the Department's strategic and operational goals; develops and directs the implementation of strategies, plans, processes and guidelines for the management of human resources, including all human resources planning activities across the Department; designs, develops, implements and maintains human resources management information systems; plans, develops, administers and monitors policies, processes and procedures for the Department in all areas of human resources; and identifies and responds to the developmental needs of employees.

Chief, Corporate Services, (staff of 3) plans, develops and implements policies, guidelines and procedures for office allocation and planning, asset management and facilities maintenance; establishes and maintains centralized procurement and contracting services, departmental security and access to information; manages the central registry; and provides internal and external mail and messenger services.

Chief Information Officer (staff of 3) plans, develops and implements policies, guidelines and procedures for effective and innovative approaches to collecting, storing, accessing, sharing and disposing of the Department's information resources; plans, organizes and delivers library and other information-related research services; and establishes and maintains centralized Internet and intranet services and other electronic tools.

Chief, Informatics, (staff of 5) develops and coordinates the implementation of strategies, plans, processes and guidelines to design, develop and maintain corporate administrative and program information systems, including systems architecture, infrastructure technology, secure local and wide-area networks, and security; develops new approaches to systems design and applications supporting Department-wide integration of data and information management; and provides advice on and represents the Department's interests in those matters.

Nature And Scope

The Department has a wide-ranging mandate for advocating western Canadian interests in the development of national economic policy and promoting economic diversification in the four western Canadian provinces. The Department's primary focus has shifted from providing direct financial assistance to firms to providing integrated business services. These services are delivered through a head office in Edmonton and offices in Winnipeg, Saskatoon, Regina, Calgary and Vancouver. The Department now offers diverse business services with many goals, including the promotion of innovation; the creation of a single-window site for business information in western Canada; the diversification of the resource-dependent western Canadian economy; and programs for groups in the regional economy, such as women, Aboriginal people and entrepreneurs who are disabled or who live in remote communities.

It is in this context that the Director General, Human and Corporate Services, provides corporate leadership for the development and implementation of corporate policy frameworks to guide the planning and delivery of a broad range of corporate functions that are central to the achievement of the Department's mandate.

The Director General provides professional advice to the Deputy Minister and all levels of departmental management on the availability and effective use of human, material and information management and information technology resources in relation to present and proposed activities; operational planning and control processes; general management practices; and the human resource implications of management decisions at both the planning and operational stages. The incumbent is also responsible for planning and providing administrative support services in the areas of telecommunications, libraries, mail and distribution, environmental health, and safety and security. The incumbent is responsible for overseeing the development and implementation of the Department's Access to Information Program.

As the Department's senior human resources management officer, the Director General is the principal advisor to the Deputy Minister on the effective use of resources throughout the Department and on the management of human resources issues. The Director General provides advice on and manages the delivery of comprehensive and integrated services that support the recruitment, retention and development of the Department's management and professional groups. In this role, the incumbent is required to manage programs and provide advice to ensure that the Department has the executive capacity to achieve its strategic objectives and operational goals.

The Director General provides corporate leadership in developing and coordinating the preparation of planning frameworks and documents to meet the Department's accommodation requirements with the most cost-effective use of funds. The incumbent develops plans that are consistent with the life-cycle management philosophy. The incumbent also provides corporate leadership in the acquisition, renewal, disposal and management of all real property assets, facilities and office space that are used by the Department. The incumbent manages and negotiates tenant service agreements to provide a total quality environment, creating a productive workplace for employees in the most cost-effective manner.

The Director General develops, implements and monitors corporate policies, guidelines, systems, processes and procedures for a number of critical sustaining services including procurement, supply and distribution, material inventory control, tendering, the awarding and administration of service and consulting contracts, voice and data telecommunications, and teleconferencing.

The Director General provides corporate leadership for the development and delivery of information products to serve business clients across western Canada, other government organizations and internal departmental clients. The fundamental requirement is ensuring that information and intelligence products facilitate enhanced Canadian competitiveness and growth in the global economy. The incumbent is responsible for directing the planning, implementation and management of the information technology infrastructure required to manage and deliver these products and to provide information technology, and informatics and telecommunications services to the Department.

The Director General is the principal advisor to the Deputy Minister on all matters concerning the effective allocation and use of the Department's human and material resources. The incumbent plays a critical role in assessing the policy and program opportunities and constraints associated with maintaining current program initiatives and establishing new ones. The incumbent develops and maintains state-of-the-art reporting systems, conducts detailed analyses of resources allocated and required in order to provide objective advice that will help the Department optimize its investment in new programs and services and ensure the fairness and probity of resource allocation and management.

The Director General is the Department's representative with central agencies for all matters related to human resources, material and information management. The incumbent is in frequent contact with senior officials of the Treasury Board Secretariat, the National Archives and the Office of the Auditor General in order to represent the Department's concerns related to the functional responsibilities of the position. The incumbent interprets and adapts central agency policies for the Department and participates in the development of innovative management policies that will benefit the entire Public Service.

**Dimensions** (Constant Dollars)
FTEs:	30
Operating budget:	$981,000

Specific Accountabilities

Ensures the development and monitors the implementation of corporate policy and planning frameworks to define and support the Department's strategic vision in delivering cost-effective resource management programs and services.
Provides authoritative advice to the Deputy Minister and to senior departmental staff on strategic human resources, material and information matters to support the cost-effective delivery of the Department's programs and services; and provides a departmental focal point for streamlining and re-engineering internal management and administrative processes and systems.
Ensures the development of cost-effective policies, strategies, criteria, guidelines, processes and procedures in order to implement innovative and effective human resources, material and information services that will maximize the Department's investment and support the achievement of its strategic and operating goals.
Directs the implementation, maintenance and management of the corporate informatics, telecommunications and information technology architecture and framework, the establishment of the corporate information management framework, and the operation of strategic business information products.
Represents the interests and concerns of the Department regarding effective human resources, information and material management matters in a variety of fora.

Evaluation Rationale

Director General, Human and Corporate Services

Know-How

G: Mastery of the principles and practices in all disciplines related to human resources management, information management and information technology purchasing, supply, accommodation, property management, safety and security, and records management; professional knowledge of government and departmental priorities, policies and programs related to the economic development of western Canada; and professional knowledge of policies and programs and of central agency directives to enable the delivery of integrated management services.
III: Conceptual and operational management of corporate functional activities required to foster a positive work environment in advancing the strategic objectives and operational goals of the Department.
3: Critical human relations skills are required to promote sound management policies and practices in support of departmental strategic objectives.
608: Lower number is indicative of the level of professional and managerial expertise required to manage a number of management services to support the strategic priorities and program goals of an operationally homogeneous organization.

Problem Solving / Thinking

F: Thinking is done within the framework of government priorities, departmental mandate and strategies, functional policies and goals in the development of policies, strategies and approaches to provide corporate management services in a number of infrastructure support fields.
4: Position provides common and coordinated management services; requires analytical and constructive thinking to develop and enhance operational systems and action plans to streamline and re-engineer internal management processes and systems in keeping with government and departmental objectives.
(57) 350: Higher percentage reflects the challenges associated with the integration of human resources and management services and programs into the delivery of the Department's programs and services.

Accountability / Decision Making

F: Reporting to the Deputy Minister, the Director General is responsible for developing strategies, approaches and initiatives to develop and foster effective human resources and corporate management policies and practices in order to maximize the Department's investment and support the achievement of its strategic and operating goals.
2P: The position has direct control over the delivery of departmental management services. The proxy selected is an operating budget of $981,000 (constant).
350: High number is representative of the position's corporate infrastructure role, its hierarchical placement and the size of the budget.

Summary

GIII3	608
F4(57)	350
F2P	350
Total =	1308 0

Org chart of the DIRECTOR GENERAL HUMAN AND CORPORATE SERVICES — **Director General, Human And Corporate Services - Number: 6 - N - 2**

Executive Group Benchmark - Number: 4-N-1

Position Title: Director, Civilian Human Resources Service Centre, National Capital Region

General Accountability

Is accountable for developing, implementing and managing a regional human resources program to ensure that civilian human resources services respond to the current and future needs and requirements of departmental organizations in the Region.

Organization Structure

This is one of six similar positions at the third managerial level reporting to the Director General, Regional Civilian Human Resources Services.

Specific functions of the positions reporting directly to the Director, Civilian Human Resources Service Centre, are as follows:

Three (3) Civilian Human Resources Managers (total staff of 88), each is responsible for managing teams of Human Resources Generalist Officers and Assistants in the delivery of comprehensive human resources services and advice in the areas of recruitment, resourcing, workforce adjustment, classification, staff relations and performance management.

Compensation Manager (staff of 55) is responsible for managing a consolidated compensation service to ensure that employees receive the pay and benefits to which they are entitled.

Learning and Career Centre Manager (staff of 13) is responsible for managing the provision of learning and career counselling services at assigned centres located throughout the Region.

Civilian Human Resources Manager (staff of 4) is responsible for managing a team of regional subject-matter experts who provide operational advice, support and training to Human Resources Generalists and Managers; developing regional recommendations on sensitive or contentious issues; and representing regional perspectives with corporate functional authorities at headquarters.

Management Services Officer (staff of 2) is responsible for coordinating the financial, informatics, accommodation and problem-solving requirements of the group.

Organizational and Effectiveness Development Officer is responsible for coordinating the development of business plans and strategies, as well as other corporate activities, such as Access to Information and Privacy requests.

Nature And Scope

The Department of National Defence and the Canadian Forces are responsible for defending Canada, its interests and its values, while contributing to international peace and security. The Canadian Forces are called upon to fill three major roles: protecting Canada, defending North America in cooperation with the United States of America, and contributing to peace and international security. The Department and the Canadian Forces are two distinct organizations under one Minister. They operate in a cohesive fashion to ensure that the Canadian Forces can fulfill their mandate. The human resources function is different for public servants and military personnel, with the Assistant Deputy Minister, Human Resources-Civilian being responsible for development and delivery of the human resources program as it applies to civilian employees.

Within this context, the Director, Civilian Human Resources Service Centre, is responsible for providing regional leadership in the development and implementation of strategies, approaches, processes, programs and initiatives to fulfill the human resources management needs of regional managers and employees. The incumbent must ensure that these needs are met in a manner that balances regional military and civilian workforce requirements with departmental and government-wide priorities in the management of human resources.

As the senior human resources professional in the Region, the Director is called upon to lead, participate in and model cultural changes that can move the organization toward developing a de-layered, empowered and accountable management style where the emphasis is on results rather than on process. The incumbent is also called upon to stimulate changes in the corporate culture to be more responsive to the unique and evolving operational needs of the client base. In addition, the Director is called upon to participate actively in and often lead human resources initiatives with interdepartmental groups, federal councils and the joint career transition committees.

A major challenge facing the Director is to develop a consistent departmental human resources management culture among the distinct operational organization units in the Region. The incumbent must understand the managerial, organizational and operational challenges faced by each of the clients in order to balance their needs and priorities within the broader Department-wide context. While client satisfaction is paramount, service delivery must also comply with legislation and federal central agency regulation and policy directions, as well as with numerous collective agreements.

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

The Director acts as an agent of change in developing and providing advice to enhance the capacity of delegated regional managers to develop short- and medium-term human resources plans to meet their current and projected operational needs. This is further complicated by the frequent rotation of military managers, who supervise civilian personnel and require substantial support in exercising newly delegated human resources management accountabilities.

While subordinate specialists and generalists recommend or implement actions, the Director is frequently called upon to resolve complex or politically sensitive issues and to approve actions of a contentious nature. The incumbent provides managers with advice and counsel on a broad spectrum of human resources issues and ensures that the regional perspective is brought to bear on national human resources management issues affecting the entire Department.

The Director frequently meets with senior executives across the Region, and senior regional representatives of central agencies and unions to negotiate the resolution of issues and to prevent their escalation to a national level. Employees are represented by a variety of unions and professional associations, some of which are Department-specific. Regional consultation sessions between union representatives and management are held regularly. The incumbent is also frequently tasked with chairing or participating in regional or national committees addressing improvement and innovation to human resources policy, programs or operations.

**Dimensions** (Constant Dollars)
FTEs:	163
Operating budget:	$1.1 million
Region Civilian staff:	6,000
Civilian salary budget:	$36.9 million

Specific Accountabilities

Leads the development and implementation of strategies, approaches, processes, programs and initiatives to fulfill the human resources management needs of regional managers and employees.
Develops regional management awareness of government and departmental human resources management priorities and provides regional leadership in the integration of civilian human resources service delivery with that of the military to streamline services and to support the implementation of a consistent departmental human resources management culture.
Participates in the development of the national human resources management strategy and program by identifying areas for improvement and ensuring that the regional perspective is represented at the national level.
Leads cultural change initiatives in the Region as they emerge from human resources reform toward a renewed, integrated, responsive, client-driven human resources function.
Provides leadership in planning, organizing, directing and evaluating the work of the Civilian Human Resources Service Centre to ensure the cost-effective delivery of all human resources management services to civilian employees and to civilian and military managers of the Regions various components.

Evaluation Rationale

Director, Civilian Human Resources Service Centre, National Capital Region

Know-How

F: Extensive knowledge of legislation and regulations governing all human resources functions in the Public Service; thorough knowledge of departmental human resources and administrative policies and activities as they affect the operations of the Department in the Region; knowledge of the Regions program activities and challenges and of Canadian Forces base structures, operations and requirements.
III: Conceptual and operational management of the delivery of comprehensive, extensively delegated, civilian human resources programs and services dispersed throughout the Region.
3: Successful achievement of objectives requires the incumbent to work effectively with senior Department and Canadian Forces managers and commanders, as well as with unions, to provide regional leadership in the integration of civilian and military human resources service delivery.
460: Lower number reflects the regional operational nature of the job and the strategic role in aligning regional realities, needs and activities with departmental priorities and planning guidelines.

Problem Solving / Thinking

E: Thinking is done within policies and precedents established by central agencies and departmental corporate policies, regulations, priorities and strategies.
4: Analytical, constructive and integrative thinking is required in the context of ongoing human resources management reform. Challenges include the need to integrate divergent cultures and priorities into a cohesive approach to service delivery, in line with corporate plans and priorities.
(50) 230: High percentage reflects the positions role as an agent of change, aligning regional realities with departmental objectives, harmonizing military and civilian policies and processes and stimulating attitudinal and behavioural changes toward an empowered and accountable management style.

Accountability / Decision Making

E: The work is subject to broad practices, policies and procedures from functional corporate authorities for the delivery of services to client managers.
3P: Primary impact on Regional Human Resources Service Centre activities as represented by an operating budget of $1.1 million (constant).
264: Mid-range number reflects the solid impact the position has on the primary budget and recognizes the contribution the position makes to the effective management of human resources in the Region as represented by the civilian human resources salary budget.

Summary

FIII3	460
E4(50)	230
E3P	264
Total =	954 A1

Org chart of the DIRECTOR CIVILIAN HUMAN RESOURCES SERVICE CENTRE, NATIONAL CAPITAL REGION — **Director, Civilian Human Resources Service Centre, National Capital Region - Number: 4 - N - 1**

Executive Group Benchmark - Number: 4-N-2

Position Title: Regional Manager, Human Resources

General Accountability

Is accountable for the development, implementation and management of a regional human resources program to ensure that services respond to the current and future needs of departmental organizations in the Region.

Organization Structure

This is 1 of 13 positions at the third level reporting to the Director General, Regional Human Resources Operations. The others are 9 Regional Managers, Human Resources; Chief, Regional Human Resources Operations/Coordination; Chief, Regional Human Resources Operations/Administration; and Chief, Counselling, Research and Fitness.

Specific functions of the positions reporting directly to the Regional Manager, Human Resources (RMHR), are as follows:

Manager Pay and Benefits, (staff of 17) is responsible for managing and coordinating activities involving processing and providing information on pay and benefits.

Head, Operations Unit 1, (staff of 19) is responsible for providing a comprehensive human resources service to Regional Operations, including district offices, in areas such as classification, staffing and human resources services, to approximately 1,400 employees.

Head , Operations Unit 2, (staff of 5) is responsible for providing complete service to the Region, including a number of specialized sites, in the areas of classification and staffing.

Head, Operations Unit 3, (staff of 5) is responsible for providing complete service to specialized units in the Region in the areas of classification and staffing.

Regional Staff Relations (staff of 4) is responsible for overseeing employee/employer relations, the administration of collective agreements, and union/management committees.

Regional Human Resource Planning Officer (staff of 3) is responsible for the development and implementation of human resources and career planning.

Regional Training Officer (staff of 3) is responsible for the planning, coordination and assessment of the regional training program.

Regional Official Languages Officer is responsible for the application of the Official Languages Act and associated regulations, and the administration of language testing.

Regional Counsellor is responsible for developing and maintaining a comprehensive employee assistance program.

Employment Equity Coordinator (staff of 2) is responsible for the administration of programs targeted at disadvantaged groups.

Occupational Health and Safety Officer (staff of 2) is responsible for the application, inspection and training of managers and employees in the Region.

Nature And Scope

The Human Resources Branch in Vancouver operates under a decentralized system of human resources administration and provides services to approximately 3,000 employees in a variety of locations across the Region, including a number of specialized sites.

The RMHR plans, organizes and directs the provision of human resources services to all components of the Department in the Region. These services must respond to varied current and future needs while complying with legislation, central agency policies and regulations, departmental directives and policies, as well as numerous collective agreements, including those of bargaining agents that are not exclusive to the Public Service, such as the International Brotherhood of Electrical Workers.

The RMHR is directly responsible for the deployment and management of the resources allocated to the Branch and for providing advice and human resources services to management that contribute to the maximization of the Region's human resources. The incumbent must keep abreast of significant changes in central agency human resources strategies and policies, as well as collective agreements, in order to inform the management clientele of all important changes affecting the human resources aspects of operations.

Approximately 98% of the staffing and 96% of the classification workload and decisions are delegated to the Region. (In fact, all non EX staffing and classification is delegated.) Although grievance procedures are outlined in policy, the advice to managers at the early stages of the grievance procedure can have national impact. The RMHR must develop the appropriate strategy in providing advice on and monitoring labour disruptions and complex discipline cases. The Department's programs in the Region are operational at all times, with no interruptions, and labour relations issues can and do arise at any time, and require immediate response. The RMHR ensures the development and maintenance of consistent and equitable union/management relations necessary to maintain a stable and productive employer/employee relationship. During labour disputes when employees withdraw their services, the incumbent directs the establishment and operation of a comprehensive and highly efficient communications system with management in order to monitor the situation at all times and provide timely advice.

Another major challenge of this position is to promulgate an integrated approach to human resources service delivery in the Region, so that functions are compatible with one another and are mutually supportive. The approach should ensure that, for example, classification actions do not slow down the process to the detriment of staffing. The RMHR ensures the effective implementation of modernized approaches to the delivery of human resources services so as to increase speed, quality and efficiency of services and build strong working partnerships with client managers.

The RMHR identifies the immediate and long-term needs of management and initiates the appropriate means to meet those needs. These means can include redeployment of staff or the development of special programs, such as training and publishing brochures or handbooks. The RMHR must ensure that departmental development programs for career progression are implemented and enhanced effectively in the Region.

The RMHR has regular contact with senior departmental officials to discuss and recommend resolutions for a variety of issues relating to the functions and responsibilities of the Branch; with the Regional Director, Public Service Commission, to clarify or resolve staffing problems or to deal with Public Service Commission investigations; and with the Manager, Regional Pay Office, Public Works and Government Services Canada, to resolve pay problems, such as issues dealing with superannuation and isolated post pay regulations.

**Dimensions** (Constant Dollars)
FTEs:	Region	3,000
FTEs:	Division	66
Operating budget:	Region	$8.6 million
Operating budget:	Division	$630,000

Specific Accountabilities

Organizes, directs and coordinates the activities of the Human Resources Branch in the Region.
Advises managers in the Region on human resources policies and practices and contributes to the maximization of the Region's human resources.
Directs the development and dissemination of guidelines and other information material in order to help management understand and use the facilities and services of the Human Resources Branch.
Controls the use of human and financial resources to ensure that expenditures remain within allocations and that deviations are approved, by allocating resources, approving requisitions, and analysing the need for new or additional expenditures.
Ensures the development and maintenance of equitable union/management relations in the Region.
Promulgates an integrated approach to human resources service delivery in the Region in order to facilitate management's dealing with human resources issues.

Evaluation Rationale

Regional Manager, Human Resources

Know-How

F: Extensive knowledge of legislation and regulations governing all personnel functions in the Public Service; and thorough knowledge of departmental policies and activities as they affect the Department's operations in the Region.
II: Coordination of services provided to line managers with specific and differing requirements.
3: Successful achievement of objectives requires the incumbent to deal with senior managers and individual employees.
460: Highest number reflects the complexity of the different operational requirements that must be met, especially staff relations, compensation and recruitment of highly skilled staff to operate 24 hours a day, 365 days a year.

Problem Solving / Thinking

E: Thinking takes place within policies and precedents established by central agencies and by departmental policies and regulations.
4: Analytical and constructive thinking is required to reconcile local managerial requirements with service-wide and departmental policies and procedures.
(43) 200: Solid percentage reflects the well-defined human resources policies and procedures framework.

Accountability / Decision Making

E: Direction is provided by headquarters for all policies and procedures to which program implementation is closely linked.
2P: The position has a primary impact on regional human resources programs. The proxy selected to represent these programs is an operating budget of $630,000 (constant).
230: High number reflects the strong influence on the use of the Region's total human resources (3,000 FTEs) and the size of the budget.

Summary

FIII3	460
E4(43)	200
E2P	230
Total =	890 A1

Org chart of the REGIONAL MANAGER HUMAN RESOURCES — **Regional Manager, Human Resources - Number: 4 - N - 2**

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Date modified:: 2016-08-25

Appendix C1 - Benchmark Index by Function - Human Resources

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This page has been archived on the Web

Executive Group Benchmark - Number: 8-N-1

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How

Problem Solving / Thinking

Accountability / Decision Making

Summary

Executive Group Benchmark - Number: 7-N-1

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How

Problem Solving / Thinking

Accountability / Decision Making

Summary

Executive Group Benchmark - Number: 6-N-1

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How

Problem Solving / Thinking

Accountability / Decision Making

Summary

Executive Group Benchmark - Number: 6-N-2

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How

Problem Solving / Thinking

Accountability / Decision Making

Summary

Executive Group Benchmark - Number: 4-N-1

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How

Problem Solving / Thinking

Accountability / Decision Making

Summary

Executive Group Benchmark - Number: 4-N-2

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How

Problem Solving / Thinking

Accountability / Decision Making

Summary

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