Appendix C1 - Benchmark Index by Function - Management and Secretariat Services

Executive Group Benchmark - Number: 8-O-1

Position Title: Assistant Commissioner, Corporate Services

General Accountability

Is accountable for providing corporate leadership in formulating and implementing policies, plans, guidelines, standards, processes and procedures in order to integrate financial and materiel management, accommodation, information management and electronic information technologies into a comprehensive quality and continuous learning approach to service delivery that supports the achievement of the Department's strategic and operational goals.

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; five 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, Human Resources; Assistant Commissioner, Policy, Planning and Coordination; and Senior General Counsel.

Specific functions of the senior positions reporting to the Assistant Commissioner, Corporate Services, are as follows:

Comptroller (staff of 101) is responsible for planning, developing and implementing strategies, frameworks and approaches to ensure the integrity of financial, materiel and contract management; promoting and implementing modern comptrollership; and providing authoritative advice to all levels of departmental management in the Service.

Director General, Information Services and Technologies, (staff of 136) is responsible for developing and coordinating the implementation of strategies, plans, processes and guidelines required to design, develop and maintain secure corporate administrative and program information systems; developing new approaches to systems design and applications to support the integration of data and information management that fosters a client-focussed business culture and establishes the required linkages with clients; and providing specialized professional services and authoritative advice to senior Service management.

Director General, Facilities, (staff of 29) is responsible for developing strategic plans for managing the Service's real property management portfolio and the capital construction program; developing the policy framework and technical (construction) standards related to facility planning, design review/monitoring and construction project management; and providing expert technical advice to senior management on all matters related to architectural and engineering services, construction project management and real property.

Director General, Technical Services, (staff of 45) is responsible for directing the Service's planning and maintenance activities related to real property custodial holdings, including developing and monitoring policies and providing centrally pooled technical and professional services; providing procurement/contracting services for major capital projects; managing the direct delivery within national headquarters of a comprehensive range of administrative support services, including translation and editing, mail, supplies procurement, inventorying, distribution, shipping and receiving, records management, building maintenance, telephones, and equipment repairs.

Director, Offender Management System (OMS) Renewal, (staff of 19) is responsible for planning, development, implementation and support throughout the migration period of the new Offender Management System, which is the key departmental business operational system used to record and manage all activities related to offenders; and building and managing a core technical team to effect the OMS migration and to ensure its ongoing operation.

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.

In this context, the Assistant Commissioner, Corporate Services, is called upon to provide corporate leadership for strategic initiatives that address the corporate challenges of reducing costs and improving administrative processes in order to further the efficiency and effectiveness of CSC's efforts to achieve its strategic and operational goals.

The Assistant Commissioner is the senior adviser to the Commissioner and other senior managers on all matters related to financial, real property, materiel and information management. In this capacity, the incumbent is responsible for developing and implementing a wide range of strategic and operational planning frameworks, and tracking and reporting systems to ensure that the Commissioner and senior management are provided with timely and accurate information and analysis upon which to base major decisions affecting all program and service-delivery activities.

As a member of the departmental management team, the incumbent contributes to the formulation of long-term strategies, objectives and policies in support of the Department's overall mandate. This responsibility requires the incumbent to advise on proposals for changes to policies or programs and their implications for financial, materiel or information resource management.

The Assistant Commissioner ensures that financial management plans, policies and procedures are aligned with CSC's ever-evolving business needs. The incumbent sets the financial framework and directs the administration of multiple service agreements and cost-sharing arrangements with other jurisdictions in order to accommodate offender needs for professional services (spiritual, psychiatric, health care, counselling, etc.). The incumbent sets the policies and procedures required to manage the financial affairs of several small businesses operated across CSC in order to develop inmate job skills, ranging from furniture manufacturing to commercial painting and farming. The departmental financial framework must also identify the unique requirement to provide financial services to inmates (i.e. inmate pay and banking).

The Assistant Commissioner is responsible for ensuring the effective and efficient management of the Service's substantial and varied real estate holdings, ranging from traditional office structures to specialized buildings (high-security institutions, manufacturing and farming properties, medical and hospital facilities, etc.). The incumbent develops cost-effective plans for the construction of new facilities and the maintenance of existing ones, coordinates the preparation and analysis of real property asset management plans, and provides authoritative recommendations designed to optimize investment in facilities. The incumbent also provides corporate leadership with respect to the management of all major Crown projects related to the construction of facilities.

The Assistant Commissioner represents the departmental information management / information technology (IM/IT) priorities, interests and concerns with the government's Chief Informatics Officer to investigate, evaluate and adopt common administrative and telecommunications systems, and to identify and recommend joint initiatives with other departments in the context of federal IM/IT streamlining initiatives. Working in close collaboration with the CIO, the incumbent has a significant impact on the government's stewardship of its IM/IT resources. This role involves combining state-of-the-art knowledge of IT advances with a focus on client needs. One of the major challenges facing the Assistant Commissioner is the need to develop and implement a corporate computing infrastructure that addresses the need for cost reduction and compliance with government-wide common standards while meeting ever-increasing demands for access to accurate, reliable information that is secure and that respects the privacy of offenders.

The Assistant Commissioner ensures that CSC's interests are well represented with central agencies and participates in interdepartmental committees and focus groups, providing a unique operational perspective, expertise and advice related to the modernization of financial, contracting and technology approaches and frameworks. As the senior financial officer, the incumbent provides expert advice and makes recommendations to the Commissioner and senior management and participates as a member of the Executive Committee in setting CSC plans, priorities and operational strategies.

**Dimensions** (Constant Dollars)
FTEs:	330
Branch operating budget:	$14.9 million
Departmental budget:	$241.5 million

Specific Accountabilities

Ensures the development and monitors the implementation of corporate policy and planning frameworks in several key infrastructure areas in order to enhance the capacity of the Service to achieve its strategic vision and operational goals.
Provides authoritative advice to the Commissioner and senior management on strategic financial, real property, materiel and information issues and initiatives.
Provides a leadership role in the development, implementation and monitoring of policies, strategies, criteria, guidelines, processes and procedures in order to deliver innovative and effective financial, real property, materiel and information services.
Provides functional advice and direction on administrative issues to departmental managers and employees at national, regional, district and local levels.
Oversees the development of departmental consultation and planning cycles (operational plans and budgets, Multi-Year Operational Plan, Information Management Plan and Information Technology Plan).
Represents the Department at meetings with central agencies and with other departments or levels of government when negotiating agreements, funding arrangements or common service arrangements.

Evaluation Rationale

Assistant Commissioner, Corporate Services

Know-How

G: Mastery of the concepts, principles and practices of finance, information systems, property management, contracting, administration and management; knowledge of federal legislation and central agency regulations and policies; in-depth knowledge of Service plans and priorities and of strategic business needs; and in-depth knowledge of government-wide initiatives related to resource management and to the use of technology in order to develop and lead innovative departmental change that contributes to the achievement of government objectives.
IV: Coordinates the development of policies, systems and controls in a broad range of financial and administrative functions and services; and provides direction to corporate divisions at the national level, and functional direction to regional organizations and delegated managers.
3: Successful achievement of objectives requires the incumbent to manage and motivate staff, act as a point of contact with central agencies, and participate in and advise executive management committees.
800: The lower number reflects the specialized and managerial know-how required to provide strong corporate leadership in multiple areas.

Problem Solving / Thinking

G: Thinking is done within CSC's broad operational objectives, plans and priorities, and central agency policies and frameworks.
4: Analytical and constructive thinking is required to adapt government goals and frameworks to policies and programs that support CSC business plans.
(57) 460: Solid percentage reflects a degree of challenge associated with developing innovative CSC-wide approaches in order to meet business needs, while respecting central agency policies and frameworks.

Accountability / Decision Making

G: Reporting to the Commissioner (Deputy Minister), is accountable for developing and managing a wide range of corporate services that support the Service business needs, provide leading-edge technology solutions, and comply with central agency policies and government-wide initiatives.
5C: As the Department's senior financial officer, the Assistant Commissioner has a strong contributory impact on CSC's resource management activities. The proxy selected to represent this impact is the departmental budget of $241.5 million (constant).
608: Mid-range number reflects the role of the incumbent as the senior financial officer and the strong influence of the position on senior management decisions related to resource management and business operations and processes, the decision-making authority associated with advancing central agency modern comptrollership initiatives, and the significant responsibilities associated with managing multiple services with a large, diverse staff.

Summary

GIV3	800
G4(57)	460
G5C	608
Total =	1868 A2

Org chart of the ASSISTANT COMMISSIONER CORPORATE SERVICES — **Assistant Commissioner, Corporate Services - Number: 8 - O - 1**

Executive Group Benchmark - Number: 6-O-1

Position Title: Director General, Corporate Management and Review

General Accountability

Is accountable for the design, management and continuous renewal of the Department's management framework to provide the Assistant Deputy Minister, Corporate Services, and the Department's Management Board with information, analysis, options and recommendations to enhance decision making on corporate directions, resourcing and reporting; to enable the Assistant Deputy Ministers and Regional Directors General to pursue program objectives effectively; and to ensure the efficient delivery of departmental services.

Organization Structure

This is one of five positions at the second managerial level reporting to the Assistant Deputy Minister, Corporate Services. The other four are Director General, Finance; Director General, Administration; Director General, e-Government; and Director General, Systems and Informatics.

Specific functions of the positions reporting to the Director General, Corporate Management and Review, are as follows:

Director, Corporate Planning and Reporting, (staff of 6) is responsible for designing, developing, implementing and managing a comprehensive planning, reporting and accountability structure to provide a sound basis for expenditure management, Parliamentary reporting, and integrated management of departmental activities; managing departmental processes for tracking and reporting performance based on milestones and anticipated results; and developing departmental business plans.

Director Corporate Development, (staff of 7) is responsible for providing a corporate focal point for innovative management practices to identify, determine and assess strategies and initiatives to enhance the results, economy, efficiency and effectiveness of programs and operational management policies, systems and practices.

Director, Audit, Evaluation and Review, (staff of 11) is responsible for the design, development, implementation and management of a comprehensive audit and evaluation framework to provide management with objective assessments with respect to the design and operation of management practices and control systems in support of the achievement of the Department's stewardship and results-based management accountability strategies, in keeping with modern comptrollership principles.

Nature And Scope

The Department's mandate is to protect and conserve Canada's environment, including air and water quality; conserve and protect Canada's wildlife and its habitat; protect Canadians by providing advance information on natural hazards associated with the atmospheric environment; educate Canadians on environmental issues; and promote environmentally sound practices through the development and enforcement of environmental standards.

It is in this context that the Director General, Corporate Management and Review, conceptualizes, develops and implements the departmental management framework to provide the Department with a systematic, consistent and organization-wide capability to plan and manage on the basis of results rather than strictly on activities, and to link accountable managers with the key results areas identified through the results definition and accountability process. The Director General serves as a bridge between and integrator of management intelligence and policy direction in order to create the Department's long-term operational and management planning, priority-setting and accountability system, which supports the multi-year business planning process. The incumbent reviews, analyses and reconciles services and regional business plans, and is responsible for the preparation of the consolidated corporate business plan.

The Director General develops viable options and recommendations for the Assistant Deputy Minister and the Department's Management Board, which articulate departmental operational direction. A major challenge for the Director General is to provide leadership in the development and implementation of an integrated management process that ensures that activities are appropriately focussed and structured to contribute effectively to the achievement of the Department's vision, framework and mission.

The Director General directs the development, implementation and monitoring of the Department's results definition process, which identifies key clients and stakeholders and their needs, plans and priorities, and defines performance measurement criteria and service standards. A key challenge for the Director General is to develop extensive consultative mechanisms and cooperative relations with senior managers in order to achieve a consensus on the approach to results definition and create the circumstances for the positive integration of all management functions into the corporate directions, results and resourcing of the Department's activities.

The Director General provides the overall focus for the audit, evaluation and review of departmental policy and program initiatives in order to assess the Department's success in achieving target results with finite resources. The incumbent also provides recommendations and advice to the Assistant Deputy Minister and the Audit and Evaluation Committee. This activity requires a working relationship with the Office of the Auditor General on the coordination of audits and evaluations pertaining to the Department, and contact with the Treasury Board Secretariat's Internal Audit and Evaluation Branch.

The Director General coordinates and is proactive in the preparation of background papers and the analysis of sensitive matters. The incumbent follows up and reports on the implementation of decisions and recommends approaches for addressing problems arising from implementation.

The Director General establishes and maintains professional working relationships with senior officials in central agencies to establish comprehensive and responsive consultative and information-gathering networks on key issues; to communicate progress made in building corporate capacity; to advocate departmental needs in improving value for money; to provide information on departmental reviews, audits and evaluations; and to advance and represent the Department's interests. The responsibilities and advice of the Director General impact directly on the effective functioning of the Department and on its capacity to develop and adopt timely policies and programs in a manner that responds to ministerial directives and priorities and takes into account the overall federal sustainable development agenda.

**Dimensions** (Constant Dollars)
Sector	FTEs:	27
Sector	Operating budget:	$363,000
Department	FTEs:	5,824
Department	Operating budget:	$118 million

Specific Accountabilities

Provides professional and managerial leadership in the design, development and articulation of the management framework and processes on behalf of the Corporate Services Committee and the Department's Management Board.
Directs the development and implementation of the Department's business planning process to provide a coherent, long-term view for decision making on operational and resource matters.
Provides advice on corporate capacity to meet new challenges, and oversees the monitoring and reporting of overall performance in meeting program objectives.
Directs the development and implementation of Department-wide management reporting processes (data analysis, synthesis and consolidation) in order to provide senior managers with critical value-added information on Public Service management trends, operational issues and problems in meeting objectives; directs the roll-up and integration of results at the departmental level for reporting to central agencies.
Directs the preparation of internal audits and evaluation studies, and reviews annual and long-term plans for recommendation to the Department's Internal Audit and Evaluation Committee.
Directs the introduction of new government initiatives by establishing and maintaining effective links with senior Department managers and the central agencies regarding matters relating to Public Service renewal initiatives.

Evaluation Rationale

Director General, Corporate Management and Review

Know-How

F: Comprehensive professional knowledge of the Department's policies, programs and directions; in-depth knowledge of government policies, techniques and processes related to planning and reporting, program evaluation, internal audit, and modern management trends and practices; in-depth professional knowledge of performance measurement systems, processes and tools, business planning and development frameworks, strategies and methods.
III: Conceptual and operational management of the Department's management framework, business plans and decision-making systems and processes, as well as the coordination of often competing requirements and objectives of the evaluation, review and audit processes and functions.
3: Critical human relations skills are required in directing staff, motivating and influencing senior departmental managers to adopt more effective management systems and practices, and providing strategic advice to the Assistant Deputy Minister and the Department's Management Board.
608: High number reflects the breadth of knowledge and skills required for the work, the variety of the functions managed, and the degree of technical expertise required to manage several Department-wide, corporate activities.

Problem Solving / Thinking

F: Thinking is done within broad government and departmental policies, and both corporate and program goals and objectives, in developing departmental management frameworks, and providing authoritative advice on improving management practices and strategies.
4: Analytical and constructive thinking is required in developing new planning frameworks and audit and program evaluation strategies to support the various departmental programs; evaluating the consequences of altering program activities; and developing recommendations for improved management information, measurement and control processes.
(57) 350: Higher percentage indicates the strong thinking challenge required to research, review and develop new management frameworks and planning processes to improve business activities and management information.

Accountability / Decision Making

F: Reporting to the Assistant Deputy Minister, Corporate Services, the position is subject to broad management direction from the Department's Management Board and from broad government goals and directives. The Director General is accountable for assessing the health of the Department's program and management activities through the direction of program evaluations and internal audits, and developing planning frameworks and improved information management practices and processes.
5C: The position has a contributory impact on departmental activities. The proxy selected to represent the departmental impact is an annual departmental budget of $118 million (constant).
350: Low number reflects the relative size of the budget and the relative impact of recommendations on departmental operations and programs.

Summary

FIII3	608
F4(57)	350
F5C	350
Total =	1308 0

Org chart of the DIRECTOR GENERAL CORPORATE MANAGEMENT AND REVIEW — **Director General Corporate Management And Review Number: 6 - O - 1**

Executive Group Benchmark - Number: 6-O-2

Position Title: Director General, Resource Management

General Accountability

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

Organization Structure

This is one of six positions at the first managerial level reporting to the Deputy Minister. The other positions are Assistant Deputy Minister, Operations; Assistant Deputy Minister, Policy, Planning and Information; Director General, Communications; Executive Assistant and Departmental Advisor; and Director, Legal Services.

The following managerial positions report directly to the Director General, Resource Management:

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

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

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

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

Nature And Scope

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

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

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

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

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

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

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

**Dimensions** (Constant Dollars)
Branch	FTEs:	30
	Operating budget:	$800,000
Department	FTEs:	380
	Operating budget:	$6.7 million

Specific Accountabilities

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

Evaluation Rationale

Director General, Resource Management

Know-How

G: Mastery of the concepts, theories, techniques and trends of integrated management, including management of assets, material, staff and finances, as well as other administrative services; and in-depth knowledge of federal legislation and central agency regulations and guidelines pertaining to these activities.
III: Coordination of the development and implementation of policies, systems and controls in a broad sphere of financial and administrative functions and services, and provision of advice and guidance to Agency management in these areas.
3: Successful achievement of the position's objectives requires the incumbent to manage and motivate staff, to act as the contact with central agencies and to advise and participate in management committees.
608: Lower number reflects the variety of activities involved in related organizational and operational contexts.

Problem Solving / Thinking

F: Thinking is done in keeping with the Agency's goals and the central agency's directives and guidelines, in order to provide a range of management systems and services, to advise senior management and to participate in the formulation of departmental policies and programs.
4: Analytical, constructive thinking is required to ensure that the Agency can adapt effectively to new legislation and to changes in central agency policies and directives; to advise managers on policies and the allocation of resources; and to coordinate various general activities.
(57) 350: High percentage reflects the senior operating role of the position in the management of all the Agency's infrastructure functions and its contribution to the corporate decision-making process.

Accountability / Decision Making

F: Reporting to the Deputy Minister, receives general guidance on the interpretation and application of various regulations and pieces of legislation, and provides Agency management with advice on human resources, financial and administrative services and systems.
2P: Primary impact on the Branch's activities and the operating budget of $800,000 (constant dollars).
350: High number reflects the position's freedom of action by its hierarchical level and its contribution to the management of all the Agency's resources, and is consistent with the size of the budget directly controlled.

Summary

FIII3	608
F4(57)	350
F2P	350
Total =	1308 0

Org chart of the DIRECTOR GENERAL RESOURCE MANAGEMENT — **Director General, Resource Management - Number: 6 - O - 2**

Executive Group Benchmark - Number: 4-O-1

Position Title: Director, Corporate Secretariat

General Accountability

Is accountable for developing and implementing guidelines, processes and procedures to ensure that the Minister and Deputy Minister are provided with essential administrative services related to the management of ministerial correspondence, office support and secretariat services, including the management of the Department's Access to Information and Privacy (ATIP) activities.

Organization Structure

This is one of four positions at the second managerial level reporting to the Director General, Corporate Policy and Portfolio Coordination. The others are Senior Director, Strategic and Economic Analysis; Senior Director, Plans, Consultation and Northern Affairs; and Senior Director, Sustainable Development and International Affairs.

Specific functions of the positions reporting to the Director, Corporate Secretariat, are as follows:

Manager, Executive Correspondence, (staff of 10) is responsible for developing and implementing systems, processes and procedures for the preparation and production of ministerial and deputy ministerial correspondence; reviewing and approving correspondence for the Minister's signature for forwarding to the public, other ministers, Members of Parliament and the private sector, as well as all correspondence and documents requiring the Deputy Minister's signature; coordinating replies that require multi-branch or multi-agency input; managing editorial work done for other branches and agencies; and developing and maintaining an automated production environment, including a correspondence tracking system.

Manager, Parliamentary Affairs, (staff of 3) is responsible for preparing and coordinating the preparation of briefings and speeches for the Minister's appearance in the House during Question Period and at parliamentary committee meetings; monitoring, summarizing and following up on issues, the Department's legislation and other legislation that is of interest to the Department; coordinating and preparing responses to written questions and petitions; coordinating the tabling of documents; and providing advice on these matters.

Manager, Cabinet Affairs, (staff of 3) is responsible for coordinating the preparation of briefing and debriefing materials for the Minister for each Cabinet and Cabinet committee meeting; developing and implementing approaches and procedures for receiving, logging, tracking and returning Cabinet documents and securing the distribution and control of all Cabinet documents in the Department; ensuring appropriate departmental input and arranging participation in interdepartmental discussions of memoranda to Cabinet; and advising on the planning, content, style and presentation of Cabinet documents.

Manager, Executive Services, (staff of 1) is responsible for developing and implementing systems and procedures to facilitate decision-making processes in the Department; developing agendas, preparing materials and coordinating the organization of senior departmental management; developing and maintaining an internal scanning process; and coordinating and providing logistical support for events, functions and meetings attended by the Minister or the Deputy Minister.

Nature And Scope

The Department is engaged in the management of major policy, scientific and technical research and development, and industry support programs of national and international consequence with respect to Canada's land mass, energy, forestry, mines and minerals. The Department is engaged in advancing sustainable development and the responsible use of Canada's mineral, energy and forest resources.

It is in this context that the Director, Corporate Secretariat, develops and implements the approaches, procedures and processes that support the Minister and the Deputy Minister in their horizontal linkage for addressing policy and program issues in a variety of fora. The incumbent provides secretariat support for meetings of departmental executives, including the Departmental Management Committee. The incumbent manages a product line of secretariat services and is called upon to identify and introduce improvements to secretariat procedures and processes.

The Director is responsible for developing and maintaining a corporate tracking system to ensure that major initiatives and special ministerial events receive the required level of support and follow-up. The incumbent provides analyses of strategic and information requirements, establishing time frames and coordinating input from across the Department. The incumbent consolidates this information to provide integrated strategic advice on all critical and sensitive ministerial and departmental issues, and ensures that the advice and presentation are politically compatible with overall ministerial and governmental objectives.

The Director responds to a wide variety of policy and administrative issues originating from the Minister's and the Deputy Minister's offices. These are often critical situations that require the incumbent to deal quickly and effectively with problems before they become major issues. A challenge for the incumbent is to keep abreast of current issues so that the appropriate response can be delivered to the Minister with the shortest possible turnaround and without any reduction in the level and quality of services. A further challenge is to ensure that responsive and sensitive attention is given to these issues to ensure the success of the Department's involvement in broad, important and leading-edge areas of the economic policy agenda.

The Director develops and implements the strategies, processes and procedures to support the Minister in his or her relations with Members of Parliament. This responsibility requires the incumbent to establish and maintain close collaboration with ministerial staff to accurately and diplomatically reflect positions on all policy, operational and case issues.

The Director ensures that the Minister receives the appropriate departmental support to fulfill his or her responsibilities as a Member of Parliament and as a member of Cabinet. The incumbent is responsible for developing policies and strategies in consultation with the Privy Council Office and for ensuring that the Department has the capacity to manage Cabinet business in a manner consistent with the evolving strategic priority-setting process for Cabinet. The incumbent is also responsible for coordinating the preparation of responses for the daily Question Period in Parliament and for ensuring that the Minister is appropriately briefed on all issues on the agenda of weekly meetings of Cabinet.

The Director develops and implements guidelines, processes and procedures to ensure that responses to inquiries and correspondence are timely, accurate and consistent with governmental and departmental policy.

The Director exercises corporate authority with respect to a number of departmental legislative, regulatory and statutory instruments. The incumbent maintains a central registry and coordinates the certification processes to ensure that regulations comply with requirements outside the Department, ensuring that the interest of the general public and of Canadian industry are taken into account in the development and promulgation of departmental regulations.

The Director oversees the provision of a full range of executive and administrative services for the offices of the Minister and the Deputy Minister. A major challenge facing the Director is to handle crises under the Minister's and the Deputy Minister's responsibilities and to develop systems and procedures that will identify potential problems and present them within an agenda that can be dealt with efficiently and effectively before problems become crises.

The Director has contacts with senior staff of the Treasury Board Secretariat, the Prime Minister's Office, the Privy Council Office, other government departments, officers of Parliament and representatives of national natural resource organizations and associations on major issues of interest to the Department, government policies and programs related to the mandate of the Department and the interpretation of regulations and directives under these policies.

The Director deals with an extensive variety and volume of contentious and time-sensitive issues and problems associated with the Department's ATIP Program. The incumbent is called upon to develop and implement strategies and approaches to ensure that the program is proactive and is based on a framework that assists staff in complying with the Access to Information and Privacy acts and enables them to discern the vagaries of that legislation.

**Dimensions (**Constant Dollars)
Directorate:	FTEs:	23
Directorate:	Operating budget:	$260,000
Department:	FTEs:	5,600
Department:	Operating budget:	$420 million

Specific Accountabilities

Ensures that the Minister, the Deputy Minister and senior departmental management are provided with relevant Cabinet and Parliament materials to fulfill their responsibilities and that they are provided with relevant services and advice on all current and priority issues affecting the Department, agencies and Crown corporations under the Minister's responsibility.
Ensures the efficient and effective management of all inquiries and correspondence directed to the Minister's and the Deputy Minister's offices and provides a comprehensive range of administrative services for the offices of the Minister and the Deputy Minister.
Directs the provision of corporate authority with respect to a number of departmental legislative, regulatory and statutory instruments.
Defines and communicates the Department's strategic direction, policies, priorities and position on ATIP issues. Provides authoritative policy and strategic advice to the Minister, the Deputy Minister, the Assistant Deputy Ministers and senior management to better achieve the objectives of the Access to Information and Privacy acts. Develops the authorities and approval mechanisms required to meet the Department's policy and program directions.
Represents the Department in ATIP consultations with the public, investigators and researchers in order to explain the legislation, access rules and procedures. Articulates the Department's position and, where feasible, negotiates compromise arrangements that meet all stakeholders' requirements and adhere to the spirit of the legislation.
Manages the preparation of ATIP reports and briefings for the Minister, the Deputy Minister and senior management. Prepares planning documents and pertinent information for the Annual Report to Parliament.

Evaluation Rationale

Director, Corporate Secretariat

Know-How

F: Extensive knowledge of the Department's legislation, policies and programs; thorough knowledge of the workings of the parliamentary and Cabinet systems; in-depth knowledge of correspondence management practices and ATIP policies, processes and procedures in the federal government; and in-depth knowledge of federal policies and practices related to financial, human resources and material management.
II: Conceptual and operational management of all activities related to the provision of administrative services to the Minister and executive services to the Deputy Minister; and facilitation of ministerial, departmental and interagency relations.
3: Critical human relations skills required to consult and advise officials in the Minister's office and senior departmental, agency and parliamentary officers.
460: High number reflects the level of expertise required to support the Minister, Deputy Minister and senior departmental management in the development and implementation of strategies that address the many critical and sensitive issues coming before the Minister with respect to all aspects of the Department and associated portfolios.

Problem Solving / Thinking

E: Thinking is done within the framework of departmental policies, approaches and direction with respect to the Minister's portfolio and departmental administrative activities.
4: Analytical and constructive thinking is required to synthesize ministerial and departmental perspectives into a comprehensive corporate agenda.
(50) 230: Higher percentage recognizes the increased challenge for providing support to the Minister's and the Deputy Minister's offices, and also recognizes the degree of analytical thinking required to resolve sensitive issues within short time frames.

Accountability / Decision Making

E: Reporting to the Director General, the position acts within guidelines established for developing and coordinating ministerial and departmental decision-making processes and departmental services provided to support the activities of the Minister and the Deputy Minister in all regions of the country.
5I: Indirect impact on the Department's operations as represented by an operating budget of $420 million (constant). Position has strong influence in the integration and provision of strategic planning advice on overall departmental activities and initiatives.
230: High number reflects the position's freedom to act in developing and implementing strategies and plans to respond to critical departmental issues in a variety of fora, as well as the position's Department-wide impact in managing the ATIP program.

Summary

FII3	460
E4(50)	230
E5I	230
Total =	920 0

Org chart of the DIRECTOR CORPORATE SECRETARIAT — **Director, Corporate Secretariat - Number: 4 - O - 1**

Executive Group Benchmark - Number: 4-O-2

Position Title: Regional Director, Management Services (Ontario)

General Accountability

Is accountable for developing and implementing innovative and holistic management frameworks and directing the provision of expert advice and services for all financial, administration and management activities, including asset management, procurement and contracting, information management, and sustainable work environment and financial management for the Ontario Region, the Meteorological Service of Canada (MSC) and the National Water Research Institute (NWRI).

Organization Structure

This is one of six positions at the second managerial level reporting to the Regional Director General (RDG) for the Ontario Region. The other positions are Regional Directors, Environmental Conservation; Environmental Protection; MSC; Great Lakes and Corporate Affairs; and Director, Human Resources (Ontario Region, MSC and NWRI).

Specific functions of the positions reporting to the Regional Director, Management Services, are as follows:

Manager, Strategic Planning and Information, (staff of 25) is responsible for managing strategic planning and change management for the Branch; overseeing the management of two national libraries and archives; managing the provision of a wide range of services and strategies for the three national client organizations. These services and strategies include records, Access to Information and Privacy (ATIP), Government On-Line, e-business and Web pages.

Managers, Financial Management Services - Downsview and Burlington, (staff of 26) are responsible for providing a wide range of financial management advice and services for two client organizations and managing the Financial Information Strategy (FIS) and NWRI Resource Management.

Manager, Procurement and Contracting Services, (staff of 8) is responsible for providing advice and services relating to contracting and purchasing, capital leases, memoranda of understanding, memoranda of agreement, joint ventures, negotiation of partnerships, modern management, review and audit functions for in-house contracting and acquisition practices, and training and development for acquisition tools, such as acquisition cards, as well as local purchase orders for the three national client organizations.

Manager, Sustainable Work Environment Services, (staff of 8) is responsible for providing advice and services relating to health and safety, physical security, real property environmental management system, accommodation, parking, facilities, business resumption and continuity planning for the three national client organizations.

Manager, Asset Management, (staff of 21) is responsible for ensuring the integrity of information for financial statements and providing advice and services relating to capital and custodial assets, real property inventory, fleet management for the Region and the MSC, MSC national stores and warehousing, transportation of dangerous goods, disposals, write-offs and life cycle management.

Manager, Financial Management Advisors, (staff of 5) is responsible for providing services and expert advice to senior management of the Ontario Region on budgets, allotment control, partnering with other regional organizations and analysis of trends; contributing to senior reporting activities, such as annual reference level updates (ARLUs) and other reports and analyses; coordinating and managing corporate and government-wide strategies and initiatives, such as Modern Comptrollership and the FIS; and providing financial system training and reporting requirements to the three client organizations located across Canada.

Nature And Scope

The Department's mandate is to protect and conserve Canada's environment, including air and water quality; to conserve and protect Canada's wildlife and its habitat; to protect Canadians through advance information of natural hazards associated with the atmospheric environment; to educate Canadians on environmental issues; and to promote environmentally sound practices through the development and enforcement of environmental standards.

It is in this context that the Regional Director, Management Services, provides financial, administrative and management services to three distinct major client organizations with decentralized operations in Ontario and across Canada. The clients are the RDG of the Ontario Region, the Assistant Deputy Minister of the MSC and the Executive Director of the NWRI.

The Director manages and balances the needs and demands of the three client organizations, which operate at the regional, national and institute-specific levels. Each of the organizations has a unique culture with different operational and management styles and diverse programs. The challenge for the incumbent is to harmonize their different expectations and to provide a consistent and fair level of service. Complexities include working within a matrix organization in which two of the client organizations (MSC and NWRI) are external client groups to whom the incumbent does not report directly. This requires the development of effective linkages with other Regional Directors of Management Services who will be affected by actions taken at the national level by the incumbent for management service requirements.

The Director leads the review and modification of the Management Services Branch practices and processes in order to reposition and refocus its responsibilities, to have a strong capacity to deliver modern comptrollership and the FIS, and to enhance service delivery and the provision of strategic advice to the three client organizations.

The Director leads the development and implementation of new and renewed business processes in the Region and also contributes to the Department's initiatives in this regard. The Director is the departmental champion for the financial community in corporate initiatives and the sole regional representative on the departmental business process renewal steering committee. The challenge is to balance each client organization's unique requirements and to persuade all clients of the service delivery and cost-sharing benefits of this restructuring. The incumbent develops and maintains strong working relationships with Corporate Services at headquarters to facilitate the implementation of corporate and government-wide strategies and initiatives that have an impact on a diverse portfolio that includes modern management, modern comptrollership and FIS.

The Director develops, implements and ensures the continuous assessment of innovative service delivery frameworks and designs and implements operational approaches and business strategies for the delivery of advice and services for a wide range of activities, including asset management, contracting, information management, and sustainable work environment and financial management, demanding expertise in various fields, credibility and strong leadership in order to ensure that the three client organizations receive the highest level of service and advice.

The Director develops and manages the financial planning, analysis and information programs and systems for the Region and the NWRI. These services ensure the provision of multi-year financial planning, including the preparation of business plans, management contracts, capital plans, ARLUs, and Treasury Board and Cabinet submissions.

The Director negotiates service-level agreements with clients, including standards for a base level of service. The Director exploits opportunities for locally shared arrangements by providing financial and management services on a cost-recovery basis to other departments and to non-government tenants located in Burlington and negotiates service agreements and funding with those organizations.

The Director provides strategic financial advice, cost-benefit analyses, trend analyses and risk assessments to the management committees of the three client organizations. The incumbent advises on the most appropriate and advantageous financial tools, including memoranda of agreement, contribution arrangements, true partnerships and contracts. The work requires reconciling the interests of stakeholders, outside suppliers, provincial and territorial governments and special interest groups to reach consensus and to ensure compatibility with government policies and procedures.

The Director develops innovative strategies for management committees to use in resolving conflicting resource needs and allocating and reallocating resources in a multi-year framework, including carry-forward approaches, cash management options, revenue generation, cost- recovery and partnerships with outside agencies.

The Director negotiates a wide range of issues with Treasury Board officials; Headquarters functional heads; officials from other government departments, including Public Works and Government Services Canada (PWGSC), Agriculture and Agri-Food Canada, Health Canada and Transport Canada; and other external public and private sector organizations, including Nav Canada. The complexity is increased by the limited resources with which to negotiate conflicting and changing priorities of stakeholders and the difficulty of obtaining agreement where parties' goals and objectives differ.

The Director manages the Ontario Region components of the Environmental Management System, a national system of environmental information that includes initiatives related to waste management, ozone depleting substances, energy efficiency, green procurement and fleet management. The incumbent is the Ontario Region representative on the federal government multi-stakeholder Ontario Region Sustainable Development Network, which includes representatives from several federal government organizations, Ontario Hydro, conservation authorities and provincial agencies.

The Director plans the management of real property and fixed assets, including acquisition and disposal of a variety of real estate, wildlife areas, water monitoring sites, radar installations, a scientific laboratory and an atmospheric research centre. The Director develops strategies for the use of facilities and accommodations in Ontario, other provinces and the Arctic, with PWGSC and other landlords, such as private realty companies and universities.

The Director manages the national purchasing, warehousing and distribution service for meteorological equipment and supplies to operate a 24-hour-a-day, 7-day-a-week weather observing and data acquisition network located in every region of the country, including the Arctic. As system shutdowns have a serious impact on public and aviation safety, this responsibility significantly adds to the complexities of the facilities management, planning and maintenance activities.

The Director manages two national research libraries: the Atmospheric and Meteorological Library and the National Water Research Library, which are national centres of excellence for meteorological and aquatic sciences publications in Canada.

The Director is a member of the National Financial Network, the Real Property Steering Committee, the Information Holdings Steering Committee and the National Administration Committee. The incumbent must ensure that the regional view is recognized in all discussions, but must also function as a team player on matters of national concern. The incumbent is a senior member of various management committees and, as such, makes a significant contribution to the formulation of their culture and performance measurement and accountability frameworks.

**Dimensions** (Constant Dollars)
FTEs:	100
Operating budget:	$1.1 million
Total client operating budget:	$16.7 million

Specific Accountabilities

Provides professional and managerial leadership for the development and implementation of innovative and holistic planning, policy and service delivery frameworks to enhance performance and the achievement of goals and objectives.
Manages the provision of a wide range of services, including asset management, procurement and contracting, information management, and sustainable work environment and financial management.
Directs the provision of strategic financial advice, cost-benefit analyses, trend analyses and risk assessments to the management committees in order to contribute to their strategic and operational planning exercises and to ensure sound decision-making processes.
Negotiates service-level agreements with the RDG of the Ontario Region, the Assistant Deputy Minister of the MSC and the Executive Director of the NWRI, as well as other government departments, other levels of government, non-government organizations and other external stakeholders; and facilitates the development of joint ventures and partnerships with key regional organizations to facilitate the provision of a high level of services in a cost-effective manner.
Manages the MSC national purchasing, warehousing and distribution service for meteorological equipment and supplies to support the operation of a 24-hour-a-day, 7-day-a-week weather observing and data acquisition network located in every region of the country, including the Arctic.
As a corporate champion, leads assigned national policy and program initiatives and contributes to the development and implementation of department and government-wide strategies and initiatives, and ensures the proper consideration of the portfolio's regional, national and institutional clients' issues.
Develops strategies and plans for the use of facilities and accommodations in Ontario, other provinces and the Arctic, with PWGSC and other landlords, such as private realty companies and universities.
Develops and maintains strong interface and working relationships with the managers of the Ontario Region, the MSC, the NWRI, Corporate Services and other organizations at headquarters, senior representatives from other government departments and central agencies, other levels of government, academic institutions, industries, interest groups and other key external partners and stakeholders in order to facilitate consensus on issues specific to assigned client organizations and to support partnerships and joint ventures with potential partners from internal and external organizations.

Evaluation Rationale

Regional Director, Management Services (Ontario)

Know-How

F: Extensive knowledge and skill in finance and accounting, business planning, material management, property management, security, and information and library management in order to provide advice and services to three client organizations; and in-depth knowledge of three distinct client organizations and of managing two national science libraries.
II: Managerial and operational know-how requires the planning and coordination of management services activities, such as planning, information services (library and ATIP), finance and accounting, material management, property management, security, contracting and procurement.
3: Successful implementation of objectives requires the incumbent to establish and maintain extensive contacts and working relationships throughout the Region and with corporate representatives and MSC clients throughout the Department, and to lead and motivate a staff of 100 employees.
460: High number reflects broad knowledge and expertise required in a wide range of management support activities.

Problem Solving / Thinking

E: The position operates within policies and procedures defined by central agencies and departmental management.
4: Innovative and creative thinking is required to ensure effective approaches to the provision of services and advice to three distinct organizations; to resolve conflicting resource needs; to ensure that consideration is give to effective approaches to revenue disbursement, asset valuation and management of national real property and fixed assets; and to support the national functional role of the Assistant Deputy Minister of the MSC.
(50) 230: Higher percentage recognizes the complexity of the problem solving associated with providing a comprehensive range of cost-effective services to three distinct, decentralized organizations.

Accountability / Decision Making

E: Reporting to the RDG, the incumbent manages services that are subject to direction from corporate functional units and must comply with central agency policies and directives.
3P: The position has primary impact on the management and delivery of a broad range of management services activities. The proxy selected to represent these activities is an operating budget of $1.1 million (constant).
264: Mid-range number recognizes the contribution the position makes to the efficient and effective operations in the three client organizations, as well as the latitude the position has in developing harmonized service delivery approaches in a cost-effective manner.

Summary

FII3	460
E4(50)	230
E3P	264
Total =	954 A1

Org chart of the REGIONAL DIRECTOR MANAGEMENT SERVICES (ONTARIO) — **Regional Director, Management Services (Ontario) - Number: 4 - O - 2**

Executive Group Benchmark - Number: 4-0-3

Position Title: Regional Manager, Finance and Administration

General Accountability

Is responsible for the proper and effective management of the finance, materiel management, information systems, contract administration, and administration functions in the Department's Atlantic Region.

Organization Structure

This position is one of nine at the third level reporting to the Regional Director General. The others are the Regional Managers, Construction, Property Administration, Real Estate Services, Program Planning and Coordination, and Human Resources; Regional Information Officer; Regional Safety Officer; and Regional Planning Advisor.

Specific functions of the positions reporting directly to the Regional Manager, Finance and Administration, are as follows:

Chief, Financial Planning and Analysis, (staff of 4) is responsible for regional financial planning; coordination and preparation of program forecasts and main estimates as part of the budget cycle; cash management; and analysis of construction, lease and lease-purchase investment proposals.

Chief, Accounting Operations, (staff of 22) is responsible for all general accounting and control services, which consist of accounts payable, project accounting, pay accounting and cost accounting.

Manager, Administration, (staff of 22) is responsible for the regional common support services, which comprise records management, communications, accommodation management, word processing, photocopy, printing, secretarial services and forms management.

Chief, Materiel Management, (staff of 7) is responsible for purchase and supply, asset control and inventory management.

Chief, Management Information Systems, (staff of 4) is responsible for regional computer operations.

Chief, Contract Policy and Administration, (staff of 5) is responsible for tendering services relating to building construction, major and minor repairs and leasing of space.

4 District Managers, Finance and Administration, (combined staff of 66) are responsible for providing and managing accounting services, which comprise payables and receivables, budgetary control and reporting services, general administrative services, materiel management, information services, and tendering and contract award services.

Nature And Scope

The Department is responsible for providing office and other accommodation throughout the Region.

The Regional Manager, Finance and Administration, is responsible for all aspects of finance, materiel management, information systems and administration at the regional level, including the preparation of regional reports for inclusion in the main estimates and program forecasts.

The position directs the research and development of new and improved operational, financial and general management policies for the Region.

The Regional Manager provides the Regional Director General; the Assistant Deputy Minister, Finance and Administration; and the Executive Secretary with advice and evaluations on the effectiveness of the finance and administration functions and organization within the departmental framework, as well as resource utilization.

As a member of the Regional Management Committee and the Regional Realty Strategy Committee, the incumbent provides direct input in all regional planning processes, as well as resource deployment and project decisions. He or she is responsible for the financial analysis of capital, lease and lease-purchase proposals initiated in the Region and for liaising with headquarters on these matters.

The Regional Manager directs the allocation of regional budgets, the maintenance of budgetary control and reporting systems to regional management, the maintenance of cost management and control, and the interpretation of financial accounting policies.

The incumbent guarantees the integrity and reliability of budgetary control and reporting systems in the Region to ensure that probity and prudence is duly exercised in the handling of regional resources.

The Regional Manager, Finance and Administration, as the departmental representative, maintains effective liaison with representatives in the private sector and professional associations, as well as a wide range of consultants both within and outside the federal government.

**Dimensions** (Constant Dollars)
Person-years
Region:	1370
Division:	133
Salary, operating and maintenance budget
Division:	$866,000
Region:	$49M (Appropriations)
Region:	$22M (Revolving fund)
Value of assets
Real property:	$541M
Marine plant and structures:	$220M

Specific Accountabilities

Ensures effective expenditure, commitment and budgetary control and reporting by ensuring compliance with the Financial Administration Act.
Ensures the integrity, comprehensiveness and relevance of financial and other information provided by the Region in response to parliamentary, ministerial and other questions.
Ensures effective control of support and advisory services to regional and district management in the areas of pay, general, project and cost accounting; tendering and contract policy and administration; the provision of management information; the provision of a wide range of administrative support services; and the provision of materiel management services, including purchase and supply, inventory control and materiel disposal.
Monitors, through analysis, regional budgetary performance by providing ratio and trend analysis, capital, lease and lease-purchase investment proposals.
Develops new operational policies, methods and procedures, makes recommendations to regional management and/or headquarters, and provides interpretation of existing policies in all functional areas.
Ensures that effective liaison is maintained with client departments and headquarters in relation to services to clients and the collection of revenues for services rendered.

Evaluation Rationale

Regional Manager, Finance and Administration

Know-How

F: Extensive financial knowledge in all aspects of this field in order to advise the Regional Director General and the Regional Managers on all matters including budgets and accounting systems.
II: The scope of this function includes all related general administrative activities, such as contract administration, systems, materiel management, coordination of secretarial services and regional comptrollership.
3: Successful achievement of objectives requires the incumbent to establish and maintain extensive contacts throughout the Region.
460: High number reflects solid expertise required in related activities.

Problem Solving / Thinking

E: Thinking within well-defined financial and administrative policies and objectives set out by the Department and the central agencies.
4: Analytical and constructive thinking is required in providing accounting advice to ensure optimum budget and capital use and smooth implementation of complex accounting systems.
(43) 200: Low number reflects the guidance available from central agencies and headquarters.

Accountability / Decision Making

E: Subject to broad functional direction from headquarters financial and administrative units. Responsible for cost-effective practices throughout the Region.
2P: The position has a primary impact on regional division activities. The proxy selected to represent these activities is a budget of $866,000 (constant).
230: The rating reflects the amount of direction available and the size of the operating budget.

Summary

FII3	460
E4(43)	200
E2P	230
Total =	890 A1

Org chart of the REGIONAL MANAGER FINANCE AND ADMINISTRATION — **Regional Manager, Finance And Administration - Number: 4 - O - 3**

Executive Group Benchmark - Number: 4-O-4

Position Title: Corporate Secretary

General Accountability

Is responsible for providing overall direction, coordination and control regarding guidelines, procedures and processes related to submissions for information or decisions that are presented to departmental committees and the Minister, and communicating the resulting decisions in the Department; acts as custodian of the corporate seal; coordinates and controls the minute books, Cabinet documents, memoranda of understanding and other records; acts as Privacy coordinator and as the focal point for matters and activities relating to access to information; is responsible for the preparation of all ministerial and deputy ministerial correspondence and the departmental coordination of translation and official languages complaints; and takes on special assignments on behalf of the Deputy Minister.

Organization Structure

This is one of seven positions at the second level reporting directly to the Assistant Deputy Minister, Corporate Policy and Planning. The other six are Director General, Planning and Program Development; Director General, Policy and Evaluation; Director, Parliamentary and Cabinet Affairs and Coordination; Director, Internal Audit; Director, Increased Ministerial Authority and Accountability Project; Trade Negotiation Officer.

Specific functions of the positions reporting to the Corporate Secretary are as follows:

Manager, Access to Information and Privacy, (staff of 5) plans and administers programs and advisory services to ensure compliance with the terms of human rights and access to information legislation; establishes procedures and coordinates the control of federal information banks; establishes and maintains effective communication with officials of the Department, other departments and agencies, and participates actively in setting up committees on matters relating to access to information and privacy legislation; evaluates and assesses the impact on the Department of access to information and privacy legislation; and organizes training and other educational programs throughout the Department.

Assistant Corporate Secretary (staff of 4) plans, organizes and directs operations, and controls all internal communications between the Minister's and the Deputy Minister's offices regarding the departmental management committees; coordinates all material for the Minister's meetings, prepares planning calendars and agendas; establishes, maintains and operates an effective and efficient computerized tracking system for Deputy Minister and Cabinet documents; acts as the Department's designated Cabinet document control officer; develops and maintains effective working relationships with senior officials in the Department and in the central agencies in order to provide or receive information on meetings and committees; and manages the support services in the Corporate Secretary's office and the Deputy Minister's office.

Ministerial Support Staff (staff of 12) provides administrative support services to the Minister's office.

Manager, Ministerial Correspondence / Translation Coordination and Official Languages Complaints, (staff of 13) writes, edits, reviews and approves précis and correspondence for the Minister's or Deputy Minister's signature for forwarding to the public, other Ministers, Members of Parliament, government officials and the private sector; coordinates replies that require multi-agency input; performs editorial work for other branches or sectors of the Department; coordinates translation and handles official languages complaints; and maintains an effective and efficient ministerial correspondence tracking system.

Nature And Scope

The Department is a common service agency that provides support to the government as a whole through the effective management of a wide range of essential services.

In fulfilling its role, the Department serves its customers, suppliers and Canadian taxpayers. To customer departments and agencies, the Department has a responsibility to demonstrate sensitivity and responsiveness to their needs and requirements. To suppliers, the Department must provide fair and equal opportunity for businesses to compete for government work. In meeting those objectives, the Department is accountable to Parliament and taxpayers for the judicious and effective expenditure of public monies by ensuring the prudence and probity of all aspects of these common service functions.

The Corporate Secretary, as secretary to the departmental management committees, contributes to the corporate cohesiveness of programs and activities. The position is responsible for providing overall direction and control in relation to guidelines, procedures and processes by which submissions for information or decisions are made to departmental committees and to Cabinet and by which the resulting decisions are communicated in the Department.

As required by law, all minute books, bylaws, resolutions and all other official records for the Department must be maintained. The Corporate Secretary acts as custodian of these official records and of the corporate seal, and certifies copies of all official departmental documents.

The Corporate Secretary is the designated Access to Information Coordinator for the Department. Responsibility for delegating authority to approve recommendations for non-disclosure lies with the Corporate Secretary, who is also responsible for establishing and managing a centralized administrative system. The incumbent is responsible for providing advice to managers at all levels on the interpretation of the Access to Information Act, as it relates to access requests. One of the major challenges of this position is to advise managers on cases involving the release of third-party information that may fall within the exemption set out in Section 20 of the Act and cases involving the release of information that might compromise the Department's position in negotiations with suppliers.

The Corporate Secretary is also the designated Privacy Coordinator for the Department and is responsible for overseeing the administration of the Privacy Act in the Department. This includes the coordination of formal requests for access to personal information, the preparation of reports requested by Treasury Board and other administrative responsibilities, as prescribed by the regulations.

The Corporate Secretary is responsible for all departmental correspondence prepared for the Minister's signature. The Ministerial Correspondence Office is therefore in constant liaison with the Ministers' Office to explain or clarify requirements, as well as to obtain relevant facts so that the Ministerial Correspondence Office writers can respond fully to the points raised by authors of correspondence. The Office ensures consistency in quality, timeliness and responsiveness to ministerial direction, while providing consistent and accurate interpretation of the Department's policies and position to the public, Cabinet colleagues, Members of Parliament and other levels of government.

The Corporate Secretary is also responsible for handling complaints lodged against the Department by the Office of the Commissioner of Official Languages.

**Dimensions** (Constant Dollars)
FTEs:	35
Salary, operating and maintenance budget:	$367,000

Specific Accountabilities

Ensures the maintenance of all official records for the Department, including minute books, Cabinet documents and decisions, Treasury Board submissions and decisions, Order-in-Council submissions and decisions, and memoranda of understanding; acts as custodian of the Department's corporate seal and of all official departmental records; and keeps Cabinet documents and Cabinet records of decision on behalf of the Department.
Acts as Privacy Coordinator and as the focal point for matters and activities relating to access to information.
Acts as the focal point for the preparation of all ministerial / deputy ministerial correspondence.
Ensures the application of the Responsibilities of Departments section of the Translation Bureau Regulations in the Department and provides satisfactory answers to complaints against the Department by the Office of the Commissioner of Official Languages.
Disseminates guidelines and procedures on the decision-making process and recommends changes to that process in the Department.
Recommends the agenda for all committee meetings, provides material and research on past decisions, as appropriate, arranges for the distribution of meeting materials, the recording of proceedings and decisions, the communication of decisions and the follow-up to ensure action on decisions, and reports to management on decisions not yet implemented.
Provides advices on requirements for submissions and reports to committees, the form and content of submissions and the approval process; and determines the acceptability and routing of all submissions.
Coordinates the translation, printing and transmittal of Cabinet submissions, with appropriate copies to Treasury Board Secretariat and Finance Briefing Officers.

Evaluation Rationale

Corporate Secretary

Know-How

F: Extensive knowledge of departmental delivery functions, including policies and procedures; privacy and access to information legislation, policy and processes; and parliamentary affairs and procedures.
II: Department-wide coordination of corporate decision-making processes, and privacy and access to information legislation.
3: Successful achievement of objectives requires the incumbent to influence and convince senior management of recommendations.
460: High number reflects the size and complexity of the Department, and its frequent interface with central agencies, senior management and ministerial staff.

Problem Solving / Thinking

E: Thinking within clearly defined policies and objectives in developing guidelines, procedures and processes by which submissions for information or decision are made to departmental committees and to Cabinet.
4: Analytical and constructive thinking is required in recommending courses of action relating to access to information and privacy legislation and to the Department's decision-making process.
(43) 200: Lower percentage is consistent with the prescriptive legislation available as source of guidance.

Accountability / Decision Making

E: Reporting to the Assistant Deputy Minister, Corporate Policy and Planning, acts within general direction in controlling the decision-making process in a large and complex department.
2P: The position has a primary impact on Secretariat activities. The proxy selected to represent these activities is an operating budget of $367,000 (constant).
200: Mid-range number is consistent with clearly defined operating policies and processes and with the size of budget.

Summary

FII3	460
E4(43)	200
E2P	200
Total =	860 0

Org chart of the CORPORATE SECRETARY — **Corporate Secretary - Number: 4 - O - 4**

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Date modified:: 2016-08-25

Appendix C1 - Benchmark Index by Function - Management and Secretariat Services

This page has been archived on the Web

This page has been archived on the Web

Executive Group Benchmark - Number: 8-O-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-O-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-O-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-O-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-O-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: 4-0-3

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-O-4

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How

Problem Solving / Thinking

Accountability / Decision Making

Summary

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