Appendix C1 - Benchmark Index by Function - Leading Projects

Executive Group Benchmark Number: 7-G-1

Position Title: Executive Director, Modern Comptrollership Initiative

General Accountability

Is accountable for providing strategic corporate leadership and direction across the Public Service for a multifaceted project to implement the Modern Comptrollership Initiative, which is aimed at creating more effective management tools and processes to improve federal government decision making, public policy development and service delivery to Canadians.

Organization Structure

This is one of five positions at the second managerial level reporting to the Associate Deputy Comptroller General. The other positions are Executive Director, Results, Measurement and Reporting; Executive Director, Risk Management; Executive Director, Procurement and Project Management; and Executive Director, Real Property and Materiel Policy.

Specific responsibilities of the four positions reporting to the Executive Director, Modern Comptrollership Initiative, are as follows:

Director, Integration, Communications and Committees Support, (staff of 3) is responsible for coordinating the participation of central agencies and departments to sustain government-wide momentum and engagement in the Modern Comptrollership Initiative; coordinating the activities of senior-level management committees; developing and initiating communications strategies, products and services to promote and gain support for modern comptrollership; establishing and promoting a government-wide corporate repository for best practices; and overseeing an assigned portfolio of client departments to ensure better integration of modern comptrollership practices among those departments.

Director, Capacity Building and Reporting, (staff of 3) is responsible for identifying and embedding competencies in a comprehensive human resources development strategy; establishing networks and linkages with government and public and private sector institutions to access their expertise to enhance the capacity-building process; developing results frameworks, performance targets and tracking mechanisms; reporting annually on performance in order to advise senior management and Treasury Board ministers on continuing progress; and overseeing an assigned portfolio of client departments to ensure better integration of modern comptrollership practices among those departments.

Director, Policy and Innovation, (staff of 3) is responsible for identifying, analysing and developing approaches to address new and outstanding modern comptrollership implementation issues and associated funding requirements; managing the Innovation Fund established to support project implementation; addressing and resolving policy issues vital to the success of the project; conducting research and analysis to identify modern comptrollership approaches and initiatives in other domestic and foreign jurisdictions for possible incorporation into the Canadian model; and overseeing an assigned portfolio of client departments to ensure better integration of modern comptrollership practices among those departments.

Director, Departmental Liaison, (staff of 3) is responsible for providing overall support to the Executive Director in the internal coordination of all project management work; directing the horizontal coordination and management of liaison activities by project portfolio account managers with the departmental Phase I and II participants; and leading the development and implementation of special governance structures and project initiatives for smaller departments.

Nature And Scope

As an administrative arm of the Treasury Board, the Treasury Board Secretariat (TBS) has a dual mandate to support the Treasury Board as a committee of Cabinet and to fulfill the statutory responsibilities of a central agency. The TBS sets policy and provides strategic advice and support to Treasury Board ministers and government organizations, as part of its responsibility for ensuring value for money and overseeing the financial and general management functions in departments and agencies. The Modern Comptrollership Initiative plays a fundamental role in bringing about a shift in management culture, improving decision-making and public policy, and achieving more effective citizen-centred service delivery.

As the head of the Modern Comptrollership Initiative, the Executive Director provides strategic direction, advice and support to departments and agencies to assist them with their strategic planning and implementation activities for this major federal corporate management policy initiative.

The Executive Director is responsible for meeting all project objectives within three years. Two major challenges for the incumbent are transferring the ownership of the principles of modern comptrollership from the centre to every part of the Public Service; and forging partnerships among stakeholders to ensure the long-term sustainability and success of this initiative. These challenges require the incumbent to ensure that this initiative is embedded in every government organization. Doing so requires the buy-in of all key participants and an effective change in management attitudes at all levels of the Public Service.

The Executive Director is responsible for determining and recommending the project's scope, resource requirements and budget; selecting the project team members; developing the project management methodologies and plans, as well as the project governance framework and communications strategy; and providing overall project leadership and direction for this government-wide initiative. The incumbent is also responsible for the project close-down phase. A particular challenge is to ensure the embedding of new comptrollership management practices involving significant cultural change in more than 100 departments and agencies, within the three-year period.

The Executive Director is responsible for establishing the government-wide reporting framework, including a suite of success indicators and desired outcomes; and for developing annual reporting mechanisms to the central agencies, Treasury Board ministers and Parliament.

The Executive Director is responsible for developing and maintaining a wide range of consultative and intelligence networks and communications programs with senior officials, as well as with the management and comptrollership communities at large, to ensure that strategic communications messages, information products and services are disseminated to all stakeholders. A challenge for the Executive Director is to ensure that these communications are linked effectively, in an integrated and mutually supportive manner, with overall TBS communications strategies and messages on Public Service renewal. The Executive Director is responsible for directing strategic support for and providing secretariat services to a number of senior-level committees, including a Committee of Deputy Ministers, responsible for providing oversight and strategic direction; a Standards Advisory Board, consisting mainly of private sector experts who provide technical advice on the comptrollership standards being proposed; and a Comptrollership Council of Assistant Deputy Ministers, which provides internal government advice on the adoption of modern comptrollership standards and management frameworks in the Public Service. To ensure success, the incumbent must gain acceptance and increased engagement from all key stakeholders.

The Executive Director is the overall approval authority for the administration of the $30 million Innovation Fund, established to provide departments and agencies with funding for research, professional development, special projects and studies to improve their overall modern comptrollership processes, practices, tools and systems. The incumbent is accountable for directing the screening, approval, monitoring, evaluation and regular reporting on the Fund's use by departments and agencies. A particular challenge for the Executive Director is to persuade participants to co-fund initiatives by leveraging funding from the Innovation Fund with financial resources obtained from departments and agencies.

The Executive Director is challenged to exercise leadership when representing the TBS's interests and policy position in dealing with client departments and agencies. The development of modern comptrollership policy and management practices requires the incumbent to evaluate and reconcile divergent interests, such as individual departments' views on the nature and appropriateness of required changes. Ultimately, the Executive Director's policy advice and recommendations have an impact on the effective use of government resources and on the quality of services provided by all government organizations to Canadians.

The Executive Director is responsible for representing the federal government and the TBS and chairs meetings, committees and working groups with senior officials from internal and external client, partner and stakeholder organizations in order to promote and advance the positions of the TBS and the government on the Modern Comptrollership Initiative. As a member of the Comptrollership Branch Executive Committee, the incumbent is expected to make a significant contribution to the Branch's culture, philosophy, strategic and business priorities, and overarching policy and management accountability frameworks.

Dimensions (Constant Dollars)
FTEs: 18
Operating budget: $0.3 million
Innovation Fund: $1.6 million
Portfolio department and agency program expenditures: $23 billion

Specific Accountabilities

  1. Leads the Modern Comptrollership Initiative Project Office in order to provide a corporate focal point in articulating and promoting policies, principles and practices to enhance the federal government's decision-making, public policy capacity, and service delivery to Canadians.
  2. Leads the development of capacity building and corporate reporting strategies and frameworks to ensure that the principles and goals of modern comptrollership are embedded in the government management community and to ensure effective reporting on the progress of the implementation of modern comptrollership in the Public Service.
  3. Develops communications strategies, frameworks and strong consultation networks with officials in the public and private sectors to reinvigorate the commitment to the Modern Comptrollership Initiative policy across the federal government and to actively expand the initiative to engage 104 large and small departments and agencies.
  4. Acts as the catalyst to integrate the agendas and align the strategies of the various branches and sectors of the TBS and other central agencies, such as the Privy Council Office, the Office of the Auditor General, Public Works and Government Services Canada and the Canada School of Public Service, to ensure a coordinated and more focussed approach to the Initiative across all of these organizations.
  5. Directs the provision of authoritative support and services to key modern comptrollership committees and other executive management groups to ensure the effective development, rollout and monitoring of the Modern Comptrollership Initiative.
  6. Develops strong consultation networks with all stakeholder groups and provides consulting and support services to the portfolio of departments and agencies to engage these groups in the development of the policy frameworks, tools and processes in order to enhance and support the implementation of modern comptrollership across the federal Public Service.
  7. Manages the Innovations Fund to leverage resources from departments in order to improve their capacity to implement modern comptrollership and to fund special projects established to enhance the Initiative and support its sustainability.
  8. Leads the close-down phase of the Initiative and ensures that all policy frameworks, systems and other requirements are in place to ensure the long-term success of modern comptrollership.

Evaluation Rationale

Executive Director, Modern Comptrollership Initiative

Know-How

G
Mastery of the concepts, theories and techniques of modern comptrollership policy planning and evaluation; in-depth professional knowledge of and skill in project management to implement a large, government-wide management initiative; extensive knowledge of comptrollership concepts, techniques and practices; and in-depth skill and knowledge in managing large and complex, government-wide projects, and in providing strategic policy advice up to the Deputy Minister level.
III
Operational coordination and guidance of a strategic policy function that affects the entire federal Public Service.
3
Successful achievement of objectives requires motivating client departments and agencies, other central agencies and project staff; developing effective relationships with peer organizations and superiors; and influencing stakeholder groups and senior officials to achieve stated objectives.
700
Mid-range number indicates the solid degree of expertise required to manage a large, complex project focussed on related activities and reflects the specialized expertise required to coordinate and implement a key government initiative across the Public Service.

Problem Solving / Thinking

F
Thinking is done within a general frame of reference of legislative and government-wide directions from the Treasury Board and the Privy Council Office in planning and developing policies, implementing new management practices and tools, and making recommendations regarding management practices in government departments.
4
Analytical and constructive thought is required in interpreting and solving multi-dimensional problems, developing policies and proposing innovative comptrollership management practices involving many diverse organizations.
(57) 400
Higher percentage indicates a tendency toward the uncharted, given the broad nature of direction, the complexity of situations across government, and the need to reconcile the divergent interests of a wide variety of stakeholders in policy development and in accepting new management processes.

Accountability / Decision Making

F
Reporting to the Associate Deputy Comptroller General, acts within functional policies and goals under general direction to provide recommendations on the management practices and performance measurement systems affecting over 100 client departments, Crown corporations and federal institutions.
7I
The position has an indirect impact on comptrollership management across the federal government. The proxy selected to represent this impact is the overall federal expenditures management system of $23 billion (constant).
460
Low number reflects the parameters of the project and the remoteness of impact over the proxy selected.

Summary

GIII3 700
F4(57) 400
F7I 460
Total = 1560 A1
Executive Director, Modern Comptrollership Initiative - Number: 7 - G - 1
Org chart of the DIRECTOR GENERAL EXECUTIVE DIRECTOR MODERN COMPTROLLERSHIP INITIATIVE
Figure: 7 – G – 1 - Text version

Benchmark Number: 7 – G – 1

Executive Director, Modern Comptrollership Initiative

The subject position is at the second managerial level reporting to the Associate Deputy Comptroller General, and there are 4 peer positions at the same reporting level.

Reporting to the Executive Director, Modern Comptrollership Initiative are 4 Directors.

Linear organisation chart:

Associate Deputy Comptroller General

  • Executive Director, Results, Measurement and Reporting
  • Executive Director, Risk Management
  • Executive Director, Procurement and Project Management
  • Executive Director, Real Property and Materiel Policy.
  • Executive Director, Modern Comptrollership Initiative
    • 4 Director for :
      • Integration, Communications and Committees Support
      • Capacity Building and Reporting
      • Policy and Innovation
      • Departmental Liaison

Executive Group Benchmark Number: 5-G-1

Position Title: Director, Service Integration

General Accountability

Is accountable for providing leadership in developing and managing the interface between the Department, Veterans Affairs Canada (VAC), and the Department of National Defence (DND) in identifying and pursuing policy and program opportunities, in collaboration with other federal departments, to improve the Department's business processes and the delivery of services to Canadian Forces members and their families.

Organization Structure

The position is one of three positions at the third managerial level reporting to the Director General, National Operations Division. The others are the Director, Legislation and Policy Services; and the Director, National Benefits Administration.

The incumbent manages a team of staff from the Department and from DND. Staff are seconded to the team as needed for their expertise in specific areas. Departmental staff include Manager, Transition Initiatives; Casualty Support Coordinators (3); Project Officers (2); Manager, Secretariat (staff of 3); and Project Assistant (2).

The Director provides functional direction for three departmental employees at the DND/VAC Centre and two Liaison Officers (1 VAC Officer at DND; 1 DND Officer at VAC).

Nature And Scope

The Department's mandate is to provide services and benefits that respond to the needs of veterans, Canadian Forces members, qualified civilians and their families, in recognition of their services to Canada; and to keep the memory of their achievements and sacrifices alive for all Canadians.

The Branch is responsible for all of the benefits and health care programs and services that the Department manages for a large client base that consists of veterans, Canadian Forces members, qualified civilians and their families. These services are directly affected by the aging veteran population, the increasing number of Canadian Forces clients and rapidly changing technology.

It is in this context that the Director, Service Integration, serves as the departmental focal point for a number of priority issues that affect the efficient delivery of all the Department's services. A major challenge for the incumbent is to develop the Department's strategies, approaches and initiatives for identifying and articulating opportunities to improve the provision of a seamless service with Canadian Forces personnel within the context of the DND agenda in order to improve the quality of life of its members.

VAC and DND have worked together on a joint venture to establish a single-window service centre for Canadian Forces members and their families with respect to benefits and services. This office is staffed with both VAC and DND personnel. The incumbent is responsible for providing the functional direction for and overseeing the management of all VAC staff at the centre.

The Director leads the Task Force on Modernization, which is at the heart of the Department's mandate in examining the needs of Canadian Forces members, defining the kinds of services that they require and determining the most effective way that the Department can deliver them. The Director recommends and manages the allocation of Quality of Life funds and prepares the necessary reports to the Treasury Board on the disbursement of these funds.

As an agent of change, the Director provides corporate leadership in identifying opportunities to improve operating efficiencies within the Department and in designing and directing any approved projects. A key challenge for the Director is that Canadian Forces clientele is expected to increase to close to 25% of the client population by 2007. This responsibility requires the incumbent to establish the approaches and methodologies to fill the gaps in services and benefits and to determine what information and training departmental staff require to meet the needs of this group.

The Director provides leadership in developing and implementing strategies, approaches and initiatives to strengthen the working relationship between the two departments and to improve the nature and quality of services provided. In order to meet the many challenges that are inherent in this Directorate, the incumbent establishes and maintains cooperative working relationships within the Department, between the Department and DND, as well as with other governmental and non-governmental partners and stakeholders

The Director develops and implements strategies and approaches to support DND's Quality of Life initiatives. In collaboration with the Regional Directors General, the incumbent develops and implements strategies and approaches to have departmental staff work on DND bases. The incumbent works with DND to improve communications and ensure that departmental staff understand the daily issues being faced by Canadian Forces personnel and to make current and former members aware of what they can expect as regards service and benefits from the Department. The Director also provides leadership in the development of the communications plans and initiatives that are required to support the Directorate in providing information to external and internal audiences.

The Director develops cooperative working relationships with a variety of external partners to discuss opportunities to improve efficiencies: with Human Resources and Skills Development Canada, Social Development Canada and Health Canada to conduct consultations on and research into their programs and services; with the Royal Canadian Mounted Police to discuss administration and delivery of benefits to its members; and with Health Canada on issues related to outsourcing the administration and delivery of benefits and services through its network of service providers. The incumbent also establishes close working relationships with non-governmental organizations, such as the Royal Canadian Legion, the Peace Keeping Association and similar organizations that are concerned with the nature and delivery of benefits and services to their members.

Dimensions (Constant Dollars)
FTEs: 12
Project budget: $337,000

Specific Accountabilities

  1. Directs the design of and conducts special studies, reviews and projects to identify opportunities and initiatives to optimize the working relationships between the Department and DND. Develops the terms of reference and manages joint projects with DND that advance the continuum-of-service concept.
  2. Provides advice on developing strategies and initiatives to advance the Department's leadership position with respect to addressing critical quality of life issues for current and former members of the Canadian Forces.
  3. Provides leadership in the development and implementation of outreach, communication and information programs and pilot projects to advance the integrated service delivery model.
  4. Ensures the development and delivery of appropriate training strategies and programs to support the introduction of new business approaches and processes.
  5. Provides the functional direction and managerial oversight for the participation of departmental personnel in the DND/VAC Centre.
  6. Establishes and maintains a strategic network of partners and stakeholders within the Department, the portfolio, other government departments and agencies and non-governmental organizations.

Evaluation Rationale

Director, Service Integration

Know-How

F
Expert professional knowledge of departmental policies, programs and services, and the interrelationships with DND's policies, practices, programs and work methods in order to develop opportunities to optimize working relationships; and expert professional knowledge of the policies, practices and processes for project management, strategic communications and resource management that are prevalent in the Public Service.
III
Conceptual and operational project management in order to lead a major departmental initiative for integrating operations through a successful partnership between two departments and to support DND in the implementation and management of the Quality of Life program.
3
Strong interpersonal skills, especially in dealing with other government departments and motivating a multidisciplinary team that changes frequently.
528
Mid-range number reflects a balancing of the strong technical and specialized knowledge required to develop client service options that meld distinctly different approaches from two departments (DND and VAC), within the limited breadth of program activities.

Problem Solving / Thinking

F
Thinking is done within policy and service objectives of the Department and DND.
4
Adaptive and constructive thinking is required to address interdepartmental approaches, practices and procedures to develop a cohesive service delivery model for the Department and Canadian Forces clients.
(50) 264
Reflects solid fit consistent with the need to identify programs or services that do not exist and facilitate their development and acceptance within the two departments.

Accountability / Decision Making

F
Reporting to the Director General, is accountable for providing direction for structural, management and cultural changes that affect the two Departments.
2P
Primary impact on the project's activities as represented by a salary and operating budget of $337,000 (constant).
264
Lower number reflects the fluid nature of the project, which impacts on operating dollars and managing staff without long-term commitment or responsibility to team members who are deployed to the project as needed.

Summary

FIII3 528
F4(50) 264
F2P 264
Total = 1056 0
Director, Service Integration - Number: 5 - G - 1
Org chart of the DIRECTOR SERVICE INTEGRATION
Figure: 5 – G – 1 - Text version

Benchmark Number: 5 – G – 1

Director, Service Integration

The subject position is at the third managerial level reporting to the Director General, National Operations Division, and there are 2 peer positions at the same reporting level.

Reporting to the Director, Service Integration are 2 Managers, 3 Coordinators, 2 Project Officers, 2 Project Assistants, 2 Liaison Officers and 3 Departmental employees at the DND/VAC Centre.

Linear organisation chart:

Director General, National Operations Division

  • Director, Legislation and Policy Services
  • Director, National Benefits Administration
  • Director, Service Integration
    • 2 Managers for :
      • Transition Initiatives
      • Secretariat
    • 3 Casualty Support Coordinators
    • 2 Project Officers
    • 2 Project Assistants
    • 2 Liaison Officers
    • 3 Departmental employees at the DND/VAC Centre

Executive Group Benchmark Number: 4-G-1

Position Title: Project Manager, Canadian Frigate Life Extension Project

General Accountability

Is accountable for the development, coordination and management of the Canadian Frigate Life Extension Project, which was created to extend the operational service life of HALIFAX class frigates.

Organization Structure

The Project Manager, Frigate Life Extension Project, is 1 of 14 positions at the third managerial level reporting to the Director General, Maritime Equipment Program Management. The incumbent is also accountable to the Chief of the Maritime Staff as the designated project sponsor for operational requirements.

The Project Manager has direct line and staff management responsibilities for a mix of military and civilian project management staff (civilian engineers, marine systems and combat system engineers, and procurement specialists), as well as for two detachments, one at CFB Halifax and one at CFB Esquimalt).

Nature And Scope

The Department and 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 fulfill three major roles: protecting Canada, defending North America in cooperation with the United States, and contributing to peace and international security.

The Materiel Group is responsible for providing effective materiel acquisition and logistics support to the Canadian Forces and the Department. This involves playing a major role in capital equipment planning and procurement, materiel acquisition and life-cycle management (from needs identification to disposal), as well as controlling and administering approved equipment projects.

The Frigate Life Extension Project is a major departmental acquisition project to address mid-life maintenance and sustainability requirements, as well as address the requirement to enhance existing systems to meet the operational challenges of the next 15 to 20 years.

The Project Manager is responsible for managing the Project through all phases (analysis, definition and implementation) to ensure that the 12 frigates can achieve their extended life expectancy and that the defined operational requirements are met.

The Project Manager leads the development and recommendation of related operational policies and programs, and regularly provides strategic advice, guidance and technical direction to implement and fulfill the project requirements effectively and to ensure their effective translation into operational reality. The incumbent provides leadership to a multi-faceted team of specialists, directing them in the definition, planning and execution of interrelated engineering, logistics support and procurement activities. Each project phase is unique and presents different challenges to the Project Manager.

A major challenge faced by the Project Manager involves coordinating and providing management oversight for numerous stand-alone and discrete projects, and ensuring effective integration and implementation with the overall Frigate Life Extension Project. Stand-alone projects are multiple and varied, ranging from highly technical capability enhancements (conceiving engineering support and integrated logistics programs) to tracking sustainable maintenance activity conducted by the design authorities elsewhere in the Division.

The Project Manager makes decisions on all project matters, including the establishment and implementation of engineering and integrated logistics support programs, which are subject to overall departmental policy and financial controls. The incumbent makes far-reaching recommendations and decisions affecting technical issues relating to vessel seaworthiness, functional and operational capabilities, support and maintenance concepts, and life-cycle costs. After considering input from all stakeholders, the Project Manager makes decisions on major hardware and software configuration issues affecting the operational effectiveness and financial support of the HALIFAX class of frigates. In addition, the Project Manager oversees the refit of the frigates, the testing and trial period, the release of the refitted vessels into operational service and their initial support.

The Project Manager is responsible for the assessment of actual performance through ongoing reviews and evaluations, redirecting activities and reallocating resources, as necessary, to ensure that objectives are met and that performance meets project needs. The Project Manager must deal in-depth with a wide range of engineering, procurement, financial and maintenance issues during the implementation phase. The incumbent exercises considerable freedom in setting project priorities and objectives. Inherent in the Project Manager's role is the development of new and/or enhanced business support services to address changing activities and requirements, ensuring that they are consistent with the project mandate, programs and objectives, including the promulgation of information that will better define roles and responsibilities.

The Project Manager tasks other directorates and organizations as required and coordinates their activities through broad committees and ad hoc meetings. In conjunction with a dedicated project team from Public Works and Government Services Canada, the Project Manager is responsible for contract negotiations with industry and the resolution of complex materiel situations. The Project Manager chairs the Interdepartmental Project Working Group and reports to the Senior Project Advisory Committee on issues affecting other government departments.

The Project Manager advises senior officials in the Department, providing briefings and advice on technical and project management issues, including operational implications, risk assessment and financial requirements.

Dimensions (Constant Dollars)
FTEs: Up to 60 (depending on project phase)
Project funding: $172.3 million (over 12-year project life)
Project management office budget: $7.5 million (over 12-year project life)

Specific Accountabilities

  1. Ensures the delivery of the Canadian Frigate Life Extension Project, which was created to extend the operational service life of HALIFAX class frigates, through the effective management of all technical, procurement and financial aspects of the Project.
  2. Develops effective project management objectives, critical success factors, and performance measures to achieve cost, schedule and technical performance objectives, as approved by Cabinet and the Treasury Board, and to identify deficiencies and implement solutions.
  3. Coordinates and provides management oversight for numerous stand-alone and discrete projects, ensuring their effective integration and implementation during the Canadian Frigate Life Extension Project.
  4. Develops communications mechanisms to provide staff with information to aid their decision-making when change is required.
  5. Ensures the efficient and effective procurement, acquisition and management of goods and services for the Project through the negotiation and management of contracts with a broad range of suppliers in accordance with Treasury Board financial administration regulations.
  6. Establishes a project management plan that explains the scope of the Project and details the control mechanisms that will be developed and used to ensure that the prime objectives of cost, time and quality are achieved.

Evaluation Rationale

Project Manager, Canadian Frigate Life Extension Project

Know-How

F
Specialized technical knowledge of functional and operational capabilities, seaworthiness requirements, and hardware and software configuration for vessels in the Canadian Forces fleet; extensive knowledge of Treasury Board, departmental and Canadian Forces project management and procurement policies, standards and practices; and in-depth knowledge of Canadian Forces policies, operations, organizational structure, finance, expenditure management, accountability frameworks and performance indicators.
II
Conceptual and operational management of a single project within defined parameters and objectives that requires the coordination of a broad range of organizational resources in a decentralized environment.
3
Successful achievement of objectives requires the incumbent to work effectively with a multi-faceted team of specialists, to task other directorates and organizations and to coordinate their activities through broad committees and ad hoc meetings.
460
Requires a high degree of professional and technical knowledge and knowledge of project management policies and practices to ensure an adequate system of internal control over project assets, liabilities and expenditures.

Problem Solving / Thinking

F
Thinking is done within project management policies, protocols and processes and within a department-specific frame of reference defining operational and seaworthiness requirements.
4
Evaluative and constructive thinking is required to respond to a wide array of engineering, technical and procurement management issues synthesizing a broad range of input from all stakeholders, and to make authoritative recommendations affecting operational effectiveness and financial support of the vessels.
(50) 230
Reflects a high level of evaluative and creative thinking to identify and address a number of unique issues arising from the management of novel and significant engineering development and procurement activities for a major Crown project.

Accountability / Decision Making

E
Reports to the Director General, Maritime Equipment Program Management, and works within a well-defined chain of command, within parameters and objectives defined and approved by Cabinet and the Treasury Board. The Project Manager has a high degree of latitude in the management of the technical and procurement aspects of the Project.
2P
The Project Manager is accountable for the delivery of a major Crown project. The approved project management office budget is selected as an appropriate proxy ($7.5 million constant dollars over the 12-year project life, which averages $628,000 annually).
230
High number recognizes the significant office budget and the contribution that the Project Manager makes to the success of a major Crown project over the 12-year project life.

Summary

FII3 460
F4(50) 230
E2P 230
Total = 920 0
Project Manager, Canadian Frigate Life Extension Project - Number: 4 - G - 1
Org chart of the PROJECT MANAGER CANADIAN FRIGATE LIFE EXTENSION PROJECT
Figure: 4 – G – 1 - Text version

Benchmark Number: 4 – G – 1

Project Manager, Canadian Frigate Life Extension Project

The subject position is at the third managerial level reporting to the Director General, Maritime Equipment Program Management and to the Chief of the Maritime Staff, and there are 13 peer positions at the same reporting level.

Reporting to the Project Manager, Canadian Frigate Life Extension Project are Several Engineers, Several Procurement Specialists and 2 Detachments.

Linear organisation chart:

Director General, Maritime Equipment Program Management and Chief of the Maritime Staff

  • 13 peer positions at the same reporting level
  • Project Manager, Canadian Frigate Life Extension Project
    • Civilian Engineers
    • Marine Systems and Combat System Engineers
    • Procurement specialists
    • 2 Detachments for :
      • CFB Halifax
      • CFB Esquimalt

Executive Group Benchmark Number: 4-G-2

Position Title: Director, Seniors Cluster

General Accountability

Is accountable for the management, from construction to delivery and promotion, of the Government of Canada's Seniors Canada On-line (SCOL) portal, which aims to support seniors' use of the Internet, to help them access government programs and services, and to contribute to the attainment of Government On-Line (GOL) goals.

Organization Structure

The Director, Seniors Cluster, is 1 of 10 positions at the second managerial level reporting to the Assistant Deputy Minister, Veterans Services. The others are Director General, National Operations; five Regional Directors (Atlantic, Quebec, Ontario, Prairies, Pacific); Director General, Program and Service Policy Division; Executive Director, Ste. Anne's Hospital; Director General, Business Information Management Services.

Specific functions of the positions reporting to the incumbent are as follows:

Project Manager, (staff of 6) is responsible for managing the development and delivery of the SCOL portal and for managing the work of two work teams – Technical Development and Business Analysis.

Senior Communications Advisor, (staff of 1) is responsible for marketing and promoting the Seniors Cluster within and outside of the Public Service.

Nature And Scope

The Department's mandate is to provide services and benefits that respond to the needs of veterans, Canadian Forces members, qualified civilians and their families in recognition of their service to Canada and to keep the memory of their achievements and sacrifices alive for all Canadians.

SCOL is the government's response to requests for easy electronic access to seniors-related services. SCOL is a Treasury Board-approved project designed to help the Government of Canada meet its GOL objectives. The Department has the essential authority to lead and manage the SCOL project on behalf of its Seniors Cluster partners. The Deputy Minister is the Seniors Cluster champion; and the Assistant Deputy Minister, Veterans Services, as Executive sponsor, chairs an Interdepartmental Steering Committee that provides the strategic direction.

It is within this context that the Director, Seniors Cluster, supports the Assistant Deputy Minister and the Deputy Minister in delivering the SCOL – the Government of Canada's Internet portal for seniors – by directing the development and implementation of the decision-making and governance structure; the consultative frameworks; and the technical specifications, strategies and policies required for the successful implementation of the portal. The Director is the lead federal official responsible for effecting and maintaining wide-ranging working agreements and partnerships with other departments, other levels of government and other stakeholders and partners.

The Director is responsible for developing and implementing a strategy for an intelligent portal that can provide single-window access to relevant information located on partner Web sites. However, as a portal, SCOL does not own the content to which it leads its users. Therefore, this position must choose judiciously which partners' links will be used and must diligently monitor and maintain the resulting partnership arrangements once negotiated.

Major challenges facing the Director, Seniors Cluster, include overseeing business case analysis; organizing the diverse banks of information; and developing user-friendly, single-window access to relevant information that currently exists on hundreds of other government and non-government Web sites. A major technical challenge is to ensure seamless access to information from a diverse range of technology platforms. Much of the work confronting this position is groundbreaking, and the incumbent tables issues to the SCOL and the Canadian Seniors Partnership Steering Committee and working groups, which may, for example, call for legislative change within their own jurisdiction, and must persuade them to pursue such initiatives internally.

The Director provides leadership with respect to GOL activities through the effective management of a number of critical relationships with stakeholders and partners that include central agencies (the Privy Council Office and the Treasury Board Secretariat). Meeting this responsibility requires sitting on several interdepartmental working groups and steering/advisory committees (such as the Gateways and Clusters Lead Committee and the Canadians Gateway Working Group; Secure Channel, Portal Content Administration, Client Relationship Management Functionality, and Plain Language and Citizen Literacy Committees). Liaison with existing federal/provincial/territorial committees is also critical to the continued relevancy of the information found on the portal.

One of the greatest challenges facing the Director is developing and maintaining a high-level, collegial relationship among existing partners in order to encourage their continued participation in and their contribution of information and contextual advice to the SCOL and in order to accept the leadership provided through the Department for this initiative. High demands are made on the incumbent in order to encourage new partners, such as provinces; territories; veterans' groups; and other public, private and voluntary sector organizations, to join the Seniors Cluster consortium from the perspective of joining up Web-based information and from the perspective of participating in pilot projects that will further the objectives of the Canadian Seniors Partnership.

In addition, the Director is required to liaise regularly with the 29 members of the Seniors Cluster Advisory Panel. The members represent national and provincial organizations dedicated to supporting Canadian seniors, their families and caregivers. Drafting quarterly reports and consulting contacts are key components to maintaining relationships among the Panel members.

Beyond the immediate requirements of the Seniors Cluster Responsibility Centre, the Director is a participating member of the Assistant Deputy Minister's Branch Executive Committee. The Director uses the Veterans Service Branch's resource base as a core competency pool to drive this innovative and leading-edge initiative and to leverage the resources and expertise of other partners. As well, the incumbent is responsible for managing all aspects of the large contract with Public Works and Government Services Canada and contracted resources, which significantly adds to the managerial challenges of the position.

Dimensions (Constant Dollars)
FTEs: 9 (plus 10 consultants)
Operating budget: $170,000
Annual partner-in-kind contributions: $200,000

Specific Accountabilities

  1. Directs the development, execution and ongoing refinement of a broad range of plans and strategies to support and advance the development and implementation of the SCOL portal (i.e. National User Support Strategy, National Seniors Engagement Strategy, National Content Management Strategy, National Communications Strategy, National "Life Events Pathway").
  2. Leads a team drawn from all levels of government and from non-government agencies in directing the creation and maintenance, as part of the Canada Site project, of the SCOL portal, which provides a seniors-tested directory of services and information for seniors in both official languages.
  3. Leads the work of the Governing Council of the Canadian Seniors Partnership in building and implementing a governance structure, consultative frameworks and a technological infrastructure to build a national network of collaborative seniors portals.
  4. Initiates and sponsors a series of projects, pilots and initiatives to increase the body of knowledge and expertise related to service integration and to the business transformation of programs and services for seniors.
  5. Oversees the development and execution of a strategy for provincial/ territorial engagement for creating a common, coordinated multi-service channel strategy for building seniors portals.
  6. Manages and directs staff, oversees the work of several contract resources and provides functional leadership for the Seniors Cluster, including the development and maintenance of effective working relationships and partnerships within the Department; with government partners at the federal, provincial, territorial and municipal levels; with partners in the voluntary and non-government sectors; and with other stakeholders and client organizations.
  7. Contributes, as a member of the Branch's Executive management team, to the achievement of the Department's GOL initiatives within the overall strategic management framework of the Department and the Chief Information Officer Branch of the Treasury Board Secretariat.

Evaluation Rationale

Director, Seniors Cluster

Know-How

F
Professional expert knowledge of departmental policies, programs and services, with particular emphasis on those provided to seniors, their families and caregivers by other federal and provincial departments and non-government organizations; and professional knowledge of the policies, priorities and initiatives for the provision of services using Web-enabling technologies.
II
Operational and conceptual management of the building of information clusters on the services provided to Canadian seniors through partnerships with other departments, other levels of government and non-government organizations.
3
Successful achievement of objectives requires the incumbent to build solid working relationships with participating federal, provincial and territorial governments, as well as with non-government organizations, in order to construct and deliver Web-based sources of information.
460
High number reflects the expertise required to develop and maintain a high-level, collegial relationship among existing partners in order to encourage their continued participation and contribution of information; and to network, encourage, develop and establish new partnerships.

Problem Solving / Thinking

F
Thinking is done within the general objectives for creating Web-based approaches to the provision of information through a single Internet portal.
4
Evaluative and constructive thinking is required when identifying and addressing issues that may involve legislative changes in other departments' or governments' jurisdictions.
(50) 230
Solid percentage reflects the minimal guidance available to the position, which is located outside the head office environment, to advance a major government initiative using innovative technology to meet the needs of Canadians seniors.

Accountability / Decision Making

F
Under the general direction of the Assistant Deputy Minister, Veterans Services, the position manages the day-to-day operations of the Directorate, funded by Treasury Board and partner-in-kind contributions.
2P
The position has primary responsibility for the Directorate's activities as represented by a proxy of an operating budget of $170,000 (constant).
264
Low number recognizes the size of the budget and the position's freedom to act in directing a government-wide project with a significant impact on how Canadian seniors receive information on services and programs available to them.

Summary

FII3 460
F4(50) 230
F2P 264
Total = 954 A1
Director, Seniors Cluster - Number: 4 - G - 2
Org chart of the DIRECTOR SENIORS CLUSTER
Figure: 4 – G – 2 - Text version

Benchmark Number: 4 – G – 2

Director, Seniors Cluster

The subject position is at the second managerial level reporting to the Assistant Deputy Minister, Veterans Services, and there are 9 peer positions at the same reporting level.

Reporting to the Director, Seniors Cluster are 1 Project Manager and 1 Senior Advisor.

Linear organisation chart:

Assistant Deputy Minister, Veterans Services

  • Director General, National Operations
  • 5 Regional Directors for :
    • Atlantic
    • Quebec
    • Ontario
    • Prairies
    • Pacific
  • Director General, Program and Service Policy Division
  • Executive Director, Ste. Anne's Hospital
  • Director General, Business Information Management Services
  • Director, Seniors Cluster
    • Project Manager
    • Senior Communications Advisor

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