Appendix C1 - Benchmark Index by Function - Policy and Planning

Executive Group Benchmark - Number: 10-I-1

Position Title: Assistant Deputy Minister, Policy

General Accountability

Is accountable for the development of strategic, innovative and responsive policy to guide the Department in its leadership role in the Canadian justice system; conducting extensive federal-provincial consultations; negotiating and managing major cost-sharing programs with provincial and territorial governments; and directing the Department's legislative agenda concerning criminal, family and public law in Canada.

Organization Structure

This is 1 of 19 positions at the first level reporting to the Deputy Minister. The others are Assistant Deputy Minister, Civil Law and Corporate Management; Assistant Deputy Minister, Legal Operations Sector; Assistant Deputy Minister, Industry Canada; Assistant Deputy Minister, Business and Regulatory Law; Assistant Deputy Minister, Constitutional Affairs; Assistant Deputy Minister, Corporate Services; Assistant Deputy Minister, Integration; 4 Assistant Deputy Attorneys General; 6 Regional Directors; and the Director General, Communications.

Specific responsibilities of the positions reporting directly to the Assistant Deputy Minister, Policy, are as follows:

Director General, Criminal Law Policy, (staff of 28) develops and implements proposals, policies, strategies and programs on criminal justice issues, and directs the amendment of criminal law statutes, including the Criminal Code, the Young Offenders Act, the Extradition Act and the Canada Evidence Act.

Director General, Programs, (staff of 45) provides national strategic direction to ensure the successful planning, development and integration of policy required for the delivery of numerous and diverse programs, including the Young Offenders Program, the Public Legal Education and Information Program, the Native Courtworkers Program, and the Legal Aid Program; administers several grants and contributions programs; and negotiates cooperative initiatives and unique cost-sharing agreements with provinces, territories and non-governmental organizations to address economic and cultural imbalances in the delivery of programs.

Director General, Policy Integration and Coordination, (staff of 60) coordinates the development and implementation of research initiatives, planning frameworks and strategic approaches designed to direct the implementation of corporate policies and initiatives related to enhancing cooperation and interaction between the various levels of government and non-governmental organizations with respect to the administration of justice in Canada.

Senior General Counsel, Public Law Policy, (staff of 16) supports the ADM in relation to public policy issues by leading studies and analyses and advising on key public policy matters related to judicial affairs and on specific public policy files.

General Counsel, Family, Children and Youth, (staff of 15) leads the development of research projects and analyses, as well as departmental policies related to family and youth law policy, which impact on family law, young offenders, family violence and child abuse, protection of life, and reproductive technology.

Team Leader, Child Support Initiative, (staff of 40) evaluates and monitors the effectiveness of existing child support programs; drafts legislation, regulations and national policies; consults with the provincial and territorial governments; and guides the implementation of federal government child support programs and initiatives.

Nature And Scope

The Department supports the administration of justice in Canada by providing legal services to the Government of Canada, in conformity with the law and the public interest, including providing legal advice, conducting litigation, drafting legislation, and developing and implementing national law programs. The Department has a lead role in criminal justice policy and law, human rights policy and law, family and youth policy and law, administrative law, and administrative policy pertaining to courts and judges. The Department also administers grants and contributions programs and provides services to the public.

In this context, the Assistant Deputy Minister has three major areas of responsibility: policy related to substantive legal matters concerning family, criminal and public law; the integration of the policy function in the Department, including policy support, research, agenda management, priority setting, evaluation and federal-provincial relations; and the direction of major cost-sharing programs with the provinces/territories that administer the laws.

The incumbent provides the creative and intellectual focal point to ensure the development of long- and short-term departmental policy agendas by identifying, prioritizing and integrating legal-based issues of concern to society at large. Meeting this responsibility requires a broad understanding of both legal and social issues, coupled with the ability to conceptualize innovative approaches to resolving legal and social problems.

A major challenge is to develop and maintain effective linkages between justice issues and broader Canadian social and economic realities. Further challenges occur in managing relations and setting the policy agenda for negotiations with the provincial and territorial governments within the unique environment in which the federal government makes the laws (e.g. Criminal Code, Divorce Act) that are administered by the provinces and territories. The incumbent develops communications strategies and conducts extensive consultations and negotiations with other federal government departments, provincial and territorial governments, professional associations and non-governmental organizations concerned with justice issues in Canada.

A further challenge facing the ADM is to direct a number of programs related to direct services provided by the Department, including the administration of grants and contributions programs. The incumbent negotiates cooperative initiatives and agreements to involve non-governmental organizations and the provinces and territories in a nationally consistent and equitable approach to services, and administers a number of diverse departmental programs, such as the Young Offenders Program, the Legal Aid Program, the Child Support Initiative, the Public Legal Education and Information Program and the Native Courtworkers Program.

The ADM represents the Department at various central agencies, at Cabinet, and at parliamentary committees and other fora concerned with the development of the Department's policies, legislation and future strategic directions. As a member of the Department's Executive Committee and Chair of the Department's Policy Committee, the incumbent is accountable for providing authoritative advice to the Deputy Minister, the Minister and the Cabinet on the establishment of the Department's policies and related legislation and regulations.

**Dimensions** (Constant Dollars)
FTEs:	210
Operating budget:	$5.6 million
Grants and contributions:	$63 million

Specific Accountabilities

Provides corporate leadership in the development of departmental policies, strategies and legislation to ensure the effective administration of criminal, family and public laws in Canada.
Advises the DM and the Minister to ensure professional support during Cabinet and parliamentary consideration of departmental policies and proposals concerning the administration of justice in Canada.
Directs the Department's medium-term legislative agenda to ensure the effective implementation of new legislation that responds to the evolving nature of the administration of justice in Canada.
Establishes effective intergovernmental partnerships, and guides the negotiation of major federal-provincial/territorial agreements related to the administration of justice in Canada in order to ensure the effective management of cost-sharing programs and agreements.
Ensures the integration of all Branch policy support services, including the research and analysis of legal, social and economic factors in Canadian society, to ensure a comprehensive and integrated approach to policy development in the Department.
Directs the administration of departmental programs, including grants and contributions, federal-provincial/territorial assistance programs and federal Public Service programs to ensure the professional management of the Department's assistance programs.

Evaluation Rationale

Assistant Deputy Minister, Policy

Know-How

G: Mastery of concepts, techniques, processes and theories in the field of the Canadian justice system related to the requirement for changes in criminal, family and public law; in-depth knowledge of the interrelationships between the Department's programs and other government-related programs; in-depth knowledge of law associations, the provincial and territorial governments, non-governmental organizations and the Canadian public's concerns, to ensure that policies are developed in a responsive manner.
IV: Directs the Department's legislative agenda concerning criminal, family and public law in Canada; manages and coordinates long-range objectives, strategies and policies to ensure policy linkages; initiates policy and legislative change with other levels of government and the private sector; and manages programs related to the direct services provided by the Department.
3: Successful achievement of objectives requires the incumbent to advise the Deputy Minister and the Minister on strategic directions and to convince officials in other levels of government, peers and senior officials to adopt appropriate courses of action.
1056: High number reflects the depth of specialized expertise and the leadership skill required to develop Canadian policy frameworks for laws that are administered provincially and territorially.

Problem Solving / Thinking

G: Thinking within the broad government and Department agenda and broadly defined concepts to recognize and reconcile divergent points of view, manages the development of innovative and responsive policies to guide the Department in its leadership role in the Canadian justice system.
4: Significant analytical and constructive thinking is required to manage the development of national policy, and to integrate the issues of concern within the justice system with the concerns of Canadian society at large.
(66) 700: Higher percentage represents the challenges associated with envisioning and implementing national policies that are consistent and equitable, while considering divergent points of view across government and Canadian society.

Accountability / Decision Making

G: Reporting to the Deputy Minister, the position ensures that the Department has a coherent policy direction in criminal, family and public law for the administration of justice in Canada.
3P: The position has a primary impact on all activities undertaken by the Branch. The proxy used to represent these activities is a budget of $5.6 million (constant).
700: High number reflects the strong influence of the position regarding the direction taken by the government with respect to the evolving nature of legal matters in Canada.

Summary

GIV3	1056
G4(66)	700
G3P	700
Total =	2456 0

Org chart of the ASSISTANT DEPUTY MINISTER POLICY — **Assistant Deputy Minister, Policy - Number: 10 - I - 1**

Executive Group Benchmark - Number: 9-I-1

Position Title: Assistant Deputy Minister, Policy

General Accountability

Is accountable for providing corporate leadership in the development, promulgation and implementation of national strategic policies, frameworks and plans to guide the reorientation of the Department's mission and management approach to its federal oceans responsibilities; delivering the Department's programs and services to support a sustainable yield of the fishery and a viable commercial harvesting and processing sector in concert with industry, national and international partners.

Organization Structure

This is 1 of 16 positions at the first managerial level reporting to the Deputy Minister. The others are the Commissioner, Canadian Coast Guard; Assistant Deputy Minister, Fisheries and Aquaculture Management; Assistant Deputy Minister, Oceans and Habitat; Assistant Deputy Minister, Science; Assistant Deputy Minister, Human Resources and Corporate Services; Director General, Communications; Senior General Counsel; Executive Director, Fisheries Resource Conservation Council; Director, Departmental General Executive Secretariat; and 6 Regional Directors General.

Specific functions of the positions reporting to the Assistant Deputy Minister, Policy, are as follows:

Director General, Economic and Policy Analysis, (staff of 32) is responsible for directing the development and implementation of strategies and activities to identify major economic issues affecting the fishery resource; developing and monitoring the implementation of policies, strategies and frameworks to improve the economic performance and international competitiveness of the Canadian fisheries and their interdependence on other oceanic activities; and developing and implementing policy initiatives for specific areas of the fisheries sector.

Director General, Strategic Priorities and Planning, (staff of 16) is responsible for providing national leadership in developing and implementing comprehensive corporate policies in response to long-term initiatives to integrate the federal government's evolving role and long-term strategies into the Department's corporate vision; creating national corporate policy coherence; and establishing and implementing a departmental model for strategic and business planning and review processes consistent with the government's agenda.

Director General, Policy Coordination and Liaison, (staff of 17) is responsible for managing the policy processes, including federal-provincial relations, legislation and regulatory review and amendments.

Nature And Scope

The Department is engaged in developing and delivering policies and programs in support of Canada's economic, ecological and scientific interests in oceans and inland waters. The Department is responsible for developing and delivering operational programs, policies, standards, directives and cost-recovery services related to the legislated mandate of the Coast Guard; and managing major scientific and technical activities related to renewable fisheries resources and aquatic and oceans research and management programs of national and international consequence.

The Assistant Deputy Minister (ADM), Policy, provides corporate leadership for the development of a long-term national strategic policy and planning framework that guides changes to the Department's role in managing federal oceans responsibilities and the mode of protecting and advancing Canada's interests and concerns in the fisheries sector, both domestically and internationally. The incumbent provides the overall direction for establishing and maintaining strategic policy linkages throughout the Department so that specific operational policies and programs are developed as a coherent whole in support of the Department's mandate and strategic vision. The incumbent ensures that strategic linkages are in place, aligning all elements of the Department's strategic plan, as well as the strategic linkages to the overall policy agenda of the government.

The ADM defines the vision, formulates and promulgates the strategies and initiatives to articulate a national direction for the Department in response to the government's socio-economic agenda and the economic realities of the fisheries sector. The incumbent provides corporate leadership in changing the orientation of the Department, refocussing national policies and strategic plans to articulate a clear vision and direction for all program areas and regions. The incumbent ensures that these policies and plans are reflected in the functional guidance given to Regional Directors General and in the annual management accords in support of the Business Plan.

The ADM develops and articulates broad strategic directions for the federal government's responsibilities and for managing the Department's oceans responsibilities in a consistent and coherent manner. The incumbent must ensure that the government's overall socio-economic agenda is reflected in the Department's strategic policies on oceans; and that the appropriate linkages with this area of the Department's responsibility are established and maintained with central agencies, other federal government departments and provincial and territorial governments. The ADM is involved in broad discussions and negotiations with international organizations and foreign governments and represents and advances Canada's interests in the responsible management of oceans.

A major challenge for the ADM is to ensure that strategic planning and policy development activities are integrated with the interests of a wide variety of fisheries management operational concerns, commercial interests of clients and stakeholders and the interests of provincial, territorial and foreign governments. In meeting this challenge, the incumbent ensures that the Department can assess the economic and market implications, for the fisheries, of various legislative, policy and regulatory initiatives from the Department and from other federal departments and provincial governments. The incumbent leads extensive consultations on economic issues affecting the fisheries.

The ADM defines, plans and directs the Department's involvement in international relations to advance Canada's fisheries conservation and trade interests, and to maximize allocations to Canadians from internationally managed fish stocks. This includes the negotiation and administration of international treaties affecting conservation, allocations and trade; the conduct of bilateral and multilateral fisheries relations with other countries; and the formulation and representation of international fisheries conservation, allocation and trade positions.

The ADM develops policy and negotiating positions, and leads negotiations on behalf of the Government of Canada on a number of critical issues, such as the extension of the Canadian fishing zone to 200 miles, the liberalization and expansion of Canada's trading horizon through World Trade Organization negotiations, the Free Trade Agreement with the United States and the North American Free Trade Agreement and negotiations leading to the Free Trade Agreement of the Americas.

The ADM plays a leadership role in educating the public through the media and public meetings to support government fisheries initiatives both domestically and internationally. The incumbent consults with academics, industry and community leaders to explain the Department's position and to receive their feedback.

The ADM is part of a strategic network, both inside and outside the Department and the federal government, to advance the Department's socio-economic and international interests and concerns. As a member of the senior executive team, the incumbent provides strategic advice on all departmental operational initiatives brought before the Departmental Management Committee. The incumbent is in frequent contact with senior officials of central agencies, other federal departments that affect the mandate and programs of the Department, provinces and territories to further the strategic interests of the Department. The incumbent also develops frequent contacts with senior representatives of foreign governments and international and national associations to develop working relationships.

**Dimensions** (Constant Dollars)
FTEs:	65
Operating budget:	$7.3 million
Departmental operating budget:	$265 million

Specific Accountabilities

Directs the identification of strategic issues and ensures that the Minister and senior departmental management are provided with sound advice and recommendations in developing strategic policy frameworks to articulate and advance the Department's role in managing Canada's oceans responsibilities both domestically and internationally.
Provides corporate leadership in defining the Department's overall vision, and develops and implements strategies and initiatives to ensure that this vision becomes part of the Department's working culture.
Develops a comprehensive strategic policy and planning framework that integrates the Department's diverse interests at national headquarters and in the regions.
Directs the design, development and application of approaches, methodologies and tools to ensure the professional collection and analysis of appropriate economic data. Directs the design and development and coordinates the implementation of initiatives and programs to encourage industry growth and diversification.
Develops and implements policies, strategies and initiatives to establish and maintain bilateral and multi-lateral arrangements and to promote Canadian interests in the economic and sustainable development of the world's fisheries resources.

Evaluation Rationale

Assistant Deputy Minister, Policy

Know-How

G: Mastery of the legislation, priorities, programs and issues related to the Department's custodial mandate and corporate initiatives with respect to Canada's economic, ecological and scientific interests in oceans and inland waters; mastery of the principles and practices of strategic policy development and planning and of the interrelationships between provincial and territorial governments concerning the Department's mandated responsibilities; mastery of the principles, methodologies and practices related to economic research and analysis; and professional expert knowledge of the Cabinet system and of the workings of the Minister's and the Deputy Minister's offices.
IV: Conceptual and operational management of a service-oriented unit requiring integration and coordination, within a comprehensive strategic framework, of a variety of corporate policy and planning issues and initiatives.
3: Critical human relations skills required to provide corporate leadership for the development of long-term national strategic policy and planning frameworks, and to develop cooperative working relationships within the Department, with other government departments and with representatives of foreign governments and national and international associations.
920: Mid-range number reflects the depth of professional knowledge and the conceptual and human relations skills required to integrate multiple and divergent priorities and programs into cohesive national strategic policies, frameworks and plans.

Problem Solving / Thinking

G: Thinking is done within overall government economic and environmental management policies and the Department's custodial mandate.
4: Analytical and constructive thinking is required to develop a cohesive strategic vision for the Department and to integrate that vision into comprehensive policy and planning frameworks and instruments requiring the development of new and imaginative approaches to policy development.
(66) 608: Analytical and constructive thinking is required to develop a cohesive strategic vision for the Department and to integrate that vision into comprehensive policy and planning frameworks and instruments requiring the development of new and imaginative approaches to policy development.

Accountability / Decision Making

G: Reporting to the Deputy Minister, manages the development of strategic vision and integrated corporate policy and planning frameworks and instruments to guide the Department's responsibilities related to the government's agenda in the fisheries and ocean sectors.
5C: The position has a contributory impact on the strategic direction of the Department. The proxy selected to represent this impact is the departmental operating budget of $265 million (constant).
608: Mid-range number reflects the position's leadership role in developing strategic policy and planning frameworks to support the Department's operations and business practices.

Summary

GIV3	920
G4(66)	608
G5C	608
Total =	2136 0

Executive Group Benchmark - Number: 8-I-1

Position Title: Director General, Strategic Policy Planning and Intergovernmental Relations

General Accountability

Is accountable for the overall strategic policy of the Department and its implementation, and for its synthesis with both the policy directions of other government departments (OGDs) and the major priorities of the government as a whole to ensure that the Department has a coherent and consistent approach to planning and managing relations with First Nations and with other levels of government.

Organization Structure

This is one of four positions at the second managerial level reporting to the Assistant Deputy Minister, Policy and Strategic Directions. The others are Director General, Communications; Director General, Treaties, Research, International and Gender Equality; and Executive Director, Litigation Management.

Specific functions of the positions reporting to the Director General, Strategic Policy Planning and Intergovernmental Relations, are as follows:

Director, Intergovernmental Relations, (staff of 15) is responsible for developing a corporate, strategic intergovernmental relations framework; representing the Sector in the development of a multilateral strategy on the Social Union Framework Agreement (SUFA) / Aboriginal involvement-related issues, including ongoing processes and funding approaches and increased Aboriginal participation in the economy; developing and maintaining management frameworks to support relations with Aboriginal organizations; and developing strategies to monitor provincial developments, implement partnering arrangements, facilitate more effective coordination of federal and provincial programs off-reserve, and address urban and off-reserve issues.

Director, Policy Planning and Integration, (staff of 15) is responsible for developing strategic frameworks to support major multi-sector policy initiatives; negotiating the resolution of policy conflicts; providing authoritative advice on the immediate and long-term implications of proposed resolutions; and integrating cross-sector policy development.

Director, Legislative Initiatives, (staff of 14) is responsible for providing a cohesive management framework to support the Department's significant legislative development responsibilities; acting as the Department's legislative expert; and liaising with the Minister's Office, the Privy Council Office (PCO) and House Leaders.

Director, Cabinet Affairs and Coordination, (staff of 14) is responsible for the strategic management and cross-sector coordination of the Department's Cabinet and regulatory submissions; and quality-management frameworks and mechanisms to ensure consistently high quality submissions.

Nature And Scope

The Department is responsible for two separate yet equally important mandates: meeting the federal government's constitutional, treaty, political and legal responsibilities to First Nations, Inuit and Northerners; and supporting First Nations and Inuit peoples in developing healthy, sustainable communities and achieving their economic and social aspirations.

Within this context, the Director General provides professional and managerial leadership, both in the Department and across government, in order to develop the policy instruments and legislative enablers necessary to realize the Department's objectives, to promote and foster structural reform of the federal government's Aboriginal programming for the purpose of promoting self-sufficiency and economic development, and to enhance and strengthen the capacity of Aboriginal governments and organizations to run accountable, responsive government systems. The incumbent faces a significant challenge in leading a strategic and cohesive approach to policy in a multi-stakeholder and multi-jurisdictional arena, as well as generating a combination of results that are measurable in the short to medium terms and sustainable over the longer term.

The Director General builds collaborative and collegial relations among the Department's policy community in order to ensure the presentation of a single window to policy centres across the federal system within a complex operating environment, cutting across a broad spectrum of social, economic, political and cultural issues. The incumbent must deal effectively across a number of jurisdictions and with numerous stakeholders, each having their own agendas and set of expectations. The incumbent acts as a single window for the coordination of all Cabinet-related activities in the Department and manages the Department's Cabinet and regulatory submissions, ensuring that the Cabinet agenda is closely tracked and that briefings are prepared.

The Director General leads the development of strategic goals and policies that reflect ministerial direction on Aboriginal issues and guides the Department's significant policy advocacy and agenda-setting role across the federal system. In creating the policy hub for the Department and the government in relation to Aboriginal matters, the Director General plays a pivotal role in shaping and influencing policy directions across the Department and throughout government. The incumbent ensures the review and assessment of departmental policy against the backdrop of overall federal priorities and in the context of their interrelationships with a range of other policy initiatives. Because the Department / federal government is reorienting its relationship with First Nations to government-to-government relations, there are few tested policy precedents on which to draw. This increases the complexity of the Director General's responsibility in an environment of increasingly fluid inter-jurisdictional relationships.

The Director General provides leadership and direction in developing, implementing and promoting overall coordination and an integrated lateral perspective within the Department and across the policy community at the federal and provincial levels, with respect to major corporate and national policy interaction. The incumbent faces a significant challenge in creating an integrating framework that will facilitate and advance the execution of bilateral federal-provincial game plans. This framework influences the annual multi-billion dollar spending on Aboriginal issues and undertakings and must be responsive to the various positions and program responsibilities of the stakeholders, while at the same time advancing the Department's long-term policy agenda and that of the federal government.

The Director General sustains the Branch's strategic and future-focussed capacity, while at the same time ensuring that there is an issue-specific response capability. In addition to providing a tactical role, the incumbent capitalizes on opportunities for cooperation and multilateral collaboration in order to resolve issues that require government-wide attention. Of equal importance is the need to assess the issues in the broader context, and the Director General ensures that systemic problems are identified and that policy action is taken.

The Director General represents the Department in negotiating the resolution of policy conflicts in the Department and with its federal policy partners, First Nations representatives and the provinces and territories. As well, the incumbent is accountable for reinforcing and managing strategic relationships and senior-level linkages with the Privy Council Office (PCO), the Prime Minister's Office (PMO) and the Treasury Board Secretariat (TBS).

The Director General oversees and guides the development of the Department's annual and multi-year legislative plans and ensures that priorities are attuned to the overall federal agenda. The responsibility of advancing the legislation adds to the pressure and complexity of the work because the legislation is pivotal to First Nations' social, economic and cultural independence and stability, and it has enormous fiscal and financial implications.

The Director General provides advice to the Minister, the Deputy Minister and the Assistant Deputy Minister on sensitive issues that impact on the Department's and federal government's policy and planning agenda related to First Nations and other Aboriginal groups. As well, the incumbent oversees reviews of the legislative agenda, assesses implications, and develops strategies to strengthen the Department's overall position.

The Director General has extensive representational responsibilities at the most senior levels among OGDs, central agencies, the provinces, the territories and First Nations' organizations. In this capacity, the incumbent plays a key role as advocate, negotiator and representative in advancing the Department's perspective, ensuring policy alignment with the federal government's key policy priorities. The Director General faces a number of challenges in a management environment where the demand for fast action and results is offset by an equally strong imperative for consultation and collaborative action.

**Dimensions** (Constant Dollars)
FTEs:	60
Operating budget:	$900,000
Grants and contributions:	$167,000
Annual government spending on Aboriginal issues and undertakings:	$1.0 billion

Specific Accountabilities

Ensures leadership in creating a centre for the integration of policies and legislation on issues related to First Nations and Aboriginal matters in the Department, across the federal government, and in partnership with other governments; and represents the Department's interests and priorities in negotiating the resolution of policy conflicts among stakeholders.
Oversees the development of the Department's annual and multi-year legislative plans; directs the development of legislative management frameworks and models in order to streamline processes and support the development of enabling legislative models; and directs overall approaches for specific legislative initiatives and statutory renewal.
Directs the development of corporate, strategic intergovernmental relations frameworks consisting of multilateral and bilateral strategies, and ensures that the frameworks provide a consistent and flexible approach in dealings with various governments across Canada.
Directs the development and maintenance of an issues-specific response capacity in order to manage urgent and high-profile inter-sector policy issues.
Directs the strategic management and preparation of Cabinet and regulatory submissions, and oversees preparations for the Minister's participation in Cabinet meetings.
Represents the Department and the federal government in a number of senior fora, and builds and sustains strategic relationships and linkages with the PCO, the PMO and the TBS.

Evaluation Rationale

Director General, Strategic Policy Planning and Intergovernmental Relations

Know-How

G: Mastery of the concepts, practices and interrelationships of and between the various levels of government and of government operations. In-depth professional knowledge of Aboriginal social and economic aspirations; the demands, legal rights and entitlements of Aboriginal people; and government objectives and prevailing policy governing First Nations programs and legal obligations. In-depth knowledge of the interrelationship between the policy requirements of OGDs and stakeholders.
III: Conceptual and operational management of the development and formulation of the Department's overall strategic policy, research and strategic initiatives to support the Department's leadership role in establishing and refocussing the federal government's policies relating to Aboriginal people and various Northern initiatives. Lead role in monitoring and influencing policy in OGDs relative to Aboriginal issues; and strategic management and resourcing of a high volume of legislation guiding the development of the Department's annual and multi-year legislative plans.
3: Successful achievement of objectives required to establish sound interpersonal relationships built on understanding and trust in highly sensitive and at times threatening situations.
800: High number recognizes the requirement for mastery of the government policy agenda, as well as that of the other federal departments involved in policy making related to Aboriginal people, the wide variety of program and service policies within the Department and the need to coordinate the legislative aspect of a complex policy development environment.

Problem Solving / Thinking

F: Thinking within broadly defined government and department policies and objectives to advance Aboriginal self-governance, develop and implement the Department's strategic policy, and manage the policy linkages with other federal departments in order to resolve issues and coordinate policy proposals impacting on the social, cultural and economic well-being of the Aboriginal people.
4: Novel thinking is required to shape government policy affecting Aboriginal people and to design the overall strategic policy functions in order to take advantage of the change in relationship among Aboriginal peoples, various levels of government and the rest of Canadian society.
(57) 460: Higher percentage recognizes the diversity of subjects addressed and the analytical challenge associated with directing high profile strategic policy development and its legislative coordination.

Accountability / Decision Making

F: Reporting to the Assistant Deputy Minister, Policy and Strategic Direction, receives broad direction in the delivery of strategic policy and direction activities and in managing relations with First Nations and other levels of government.
5C: The subject position has a contributory impact on the costs of government services to First Nations, currently valued at $1 billion (constant).
460: The high number recognizes the strong contributory impact of the subject position on the cost of government services to First Nations and its discretionary management of the Division's activities.

Summary

GIII3	800
F4(57)	460
F5C	460
Total =	1720 0

Org chart of the DIRECTOR GENERAL STRATEGIC POLICY PLANNING AND INTERGOVERNMENTAL RELATIONS — **Director General, Strategic Policy, Planning And Intergovernmental Relations - Number: 8 - I - 1**

Executive Group Benchmark - Number: 6-I-1

Position Title: Director, Policy, Planning and Partnerships

General Accountability

Is accountable for providing leadership in planning and managing scientific activities by directing the conduct of research related to science governance and science planning and by developing and updating a framework for science in order to identify and address the Department's science requirements and priorities.

Organization Structure

This is one of three positions at the second managerial level reporting to the Chief Scientist. The other two are Director, Science and Research Capacity and Excellence; and Executive Director, Health Research Secretariat and Administrative Services.

Specific functions of the positions reporting to the Director, Policy, Planning and Partnerships, are as follows:

Science Policy Coordinator (staff of 3) is responsible for supporting and enhancing internal coordination and cooperation on strategic science policy issues and initiatives intra- and interdepartmentally.

Senior Policy and Planning Officer (staff of 1) is responsible for developing and updating a framework for science and a forward-looking departmental science plan that identify the Department's science requirements and priorities, and fostering and developing internal partnerships to maximize the effectiveness of scientific activities.

Senior Manager, Secretariat, (staff of 3) is responsible for identifying issues for consideration, and providing operational and secretariat support to the Department's Research Ethics Board and the Minister's Science Advisory Board.

Special ad hoc unit (staff of 6) is responsible for addressing specific challenges, and high-level corporate and horizontal projects and initiatives that involve interactions with the Department's executive, science and policy communities.

Nature And Scope

The Office of the Chief Scientist (OCS) provides leadership in and promotes awareness of the Department's science and research activities. It champions excellence and innovation in science and research both within and outside the Department; and ensures its capacity to perform, harness and interpret sound science and research for evidence-based decision making. Working with the Department's science and policy communities, the OCS supports the Department's roles in Canada's health research and information system.

It is in this context that the Director, Policy, Planning and Partnerships, identifies and builds a coordinated approach to science-related challenges and opportunities of common interest in the Department, through the development of a framework for science and a forward-looking departmental science plan that identify the Department's science requirements and directions. The challenge for the incumbent is to ensure a balanced portfolio of science activities. The incumbent promotes, facilitates and evaluates departmental adoption of and adherence to the Framework for Science and Technology Advice (a government-wide policy on the use of science advice in government decision making); and directs the provision of secretariat support to the Department's Research Ethics Board and the Minister's Science Advisory Board.

The Director leads the development of new innovative models for science and research that move away from vertical, internal approaches to more horizontal ones (across government and health research systems), and for competitive and multi-stakeholder approaches to performing science and technology activities. As the champion of science, the incumbent facilitates partnerships and dialogue with industry, academia, non-governmental organizations and the international community to ensure that the Department has access to the sound science that it requires for evidence-based decision making and to engage these organizations in addressing emerging science issues of strategic importance to the Department, the federal government and Canadians.

The Director manages various special ad hoc and temporary units created to address specific challenges and high-level corporate and horizontal projects and initiatives that involve interactions with the Department's executive, science and policy communities. The incumbent also establishes priorities and objectives for those units.

The Director provides advice and support to the Chief Scientist to assist in determining the strategic directions for that office, and to develop operational plans and set priorities that ensure that the Department positions itself strategically as a key player in a complex network involving national and often international agencies, government institutions, universities, non-government organizations, and private and not-for-profit research institutes. A challenge for the Director is to ensure that the Department has the capacity to perform and the ability to harness and interpret sound science and research and that it plays a key role in Canada's health research and information system.

Another challenge is the requirement to plan and provide leadership to a secretariat that provides advice and guidance on the coordination, planning and organization of meetings to the Minister's Science Advisory Board and the Department's Research Ethics Board.

The Director provides functional advice and guidance on horizontal policy issues, science and research planning, and ongoing collaboration and partnerships to a wide variety of policy, planning and other professional research and scientific staff to further develop scientific and research capabilities and effectiveness.

**Dimensions** (Constant Dollars)
FTEs:	15
Operating budget:	$216,000
Department science and research budget:	$39.4 million

Specific Accountabilities

Provides management support to the Chief Scientist in the development and review of the Department's policies, practices and operational priorities related to scientific and research activities and in planning and monitoring the activities of the OCS.
Develops, implements and monitors a framework for science and a comprehensive long-term science plan to maintain the focus of science activities in support of the Department's mandate and priorities.
Provides expert advice to senior management on horizontal partnerships in order to improve collaboration on and management of science activities across the Department.
Develops extensive intelligence and consultative linkages with other government departments and agencies and with external organizations in Canada and internationally (e.g. universities, and private and not-for-profit organizations) in order to enhance and promote the understanding of departmental research activities, and to identify concerns and priorities; advocates strategic directions and interests on major issues and initiatives; harmonizes and coordinates scientific research activities; and works with the international community to identify areas where partnerships could be developed.
Directs special units created to address specific challenges, high-level corporate and horizontal projects and initiatives that involve interactions with the Department's executive and science policy communities (e.g. the current Framework for Science Secretariat Unit).
Directs a Secretariat that provides advice and research services for and guidance on the coordination, planning and organization of meetings in support of members of the Minister's Science Advisory Board and the Department's Research Ethics Board.

Evaluation Rationale

Director, Policy, Planning and Partnerships

Know-How

F: Extensive knowledge of the Department's mandate, organizational structure, programs, priorities and objectives; the priorities and policies of the federal government related to science and technology; and the activities, programs and objectives of other science departments, nationally and internationally, and the scientific community in the private sector and academia. Professional knowledge and expertise is required of the planning function at the strategic and operational levels, including its management, development, monitoring and evaluation.
III: Operational and managerial coordination of planning involving all science-related activities across the Department; monitoring its effectiveness and identifying the Department's science requirements and priorities.
3: Critical level required in dealings with departmental branches with science-related activities to develop consolidated and collaborative efforts in the Department on science governance and science policy and on planning issues and initiatives with science-based departments, agencies, industry, universities, non-government organizations and the international community.
608: High number reflects the breadth of expertise required to coordinate all departmental science policy and planning activities to ensure a comprehensive long-term science plan, and the critical level of human relations skills required to develop collaborative efforts in health science policy and planning activities across a vast network of stakeholder groups.

Problem Solving / Thinking

F: Thinking within the broad mandate of the Office of the Chief Scientist, the position develops science-related operational and strategic plans in the Department.
4: Interpretive, evaluative thinking in the development of a framework for science and a departmental science plan, identifying science requirements and priorities to ensure that science is reflected fully and appropriately in departmental programs and planning.
(50) 304: Solid percentage reflects the thinking environment carried out within broad departmental and established objectives and the thinking challenge required to deal with variable situations requiring interpretive and constructive thinking.

Accountability / Decision Making

F: Reporting to the Chief Scientist, the position is subject to general direction, recommendations and impact on the direction of departmental scientific responsibilities and activities.
4C: Contributory impact through operational and strategic planning impacting on the departmental science and research budget of $38 million (constant).
350: High number reflects the position's latitude in determining science requirements and directions and the significance of the impact on departmental science activities and approaches.

Summary

FIII3	608
F4(50)	304
F4C	350
Total =	1 292 A1

Org chart of the DIRECTOR POLICY, PLANNING AND PARTNERSHIP — **Director Policy, Planning And Partnership - Number: 6-I-1**

Executive Group Benchmark - Number: 6-I-2

Position Title: Director General, Policy and Planning

General Accountability

Is accountable for developing, implementing and managing an integrated policy and planning framework to support departmental achievement of objectives and to enhance and streamline departmental business practices.

Organization Structure

This is one of six management positions at the second managerial level reporting to the Assistant Deputy Minister, Corporate Development. The others are Director General, Systems Planning and Development; Director General, Research; Director General, Intergovernmental Affairs; Director, Corporate Integration; and Director, Values and Ethics.

Specific functions of the three positions reporting directly to the Director General, Policy and Planning, are as follows:

Director, Policy Review and Implementation, (staff of 16) coordinates the development and maintenance of all corporate policies; and directs the review, implementation and interpretation of program policies and directives.

Director, Priorities and Planning, (staff of 17) designs, develops, articulates, implements and evaluates an overall operational and financial planning framework for the Department; integrates operational and financial plans with functional plans and other related departmental policies; runs a priority-setting process in support of the Priorities Committee's decision making and resource allocation process and provides secretariat services to that committee; maintains an up-to-date inventory of all active departmental projects; and provides a centralized focus for departmental standards, guidelines and plans.

Director, Management Practices, (staff of 5) coordinates and directs the development of the Department's strategic plan; provides departmental workload and economic forecasts; assesses departmental implications of all incoming and outgoing Cabinet papers; identifies areas for improving management practices; recommends solutions and strategies for implementing improvements; and maintains a directory of corporate information elements and sources.

Nature And Scope

The complexity and diversity of the Department, the increasing involvement of partners and stakeholders in the delivery of new programs and initiatives being introduced to enhance departmental efficiency, effectiveness, sensitivity and responsiveness are all factors that present significant challenges to the Director General.

The Director General provides leadership in supporting and shaping departmental policies, which must be aligned with government-wide plans and priorities. The incumbent serves as the Department's focal point for corporate policy development and leads the innovative development work required to support and enhance the capacity of the program branches to conduct focussed policy planning, integration and monitoring activities within their respective program areas. The incumbent also manages the development and promulgation of operational policies and procedures that provide a framework for departmental business practices.

The Department has made substantial improvements to its policy, planning and control systems and has introduced innovative changes to its operations, training facilities, organization and program structure to increase overall productivity and program effectiveness. It has also developed new and alternate strategies for managing scarce and diminishing resources.

The Director General manages the creation of the overall planning framework and advises departmental managers, from the Deputy Minister to responsibility centre managers, on policy planning. The incumbent develops procedures and guidelines to facilitate the development of strategic, multi-year and budget-year plans and their integration with functional plans. Integrating these diverse plans successfully, whether they be short-, medium- or long-term, and communicating them to central agencies and to managers throughout the Department is critical to sound decision making on priorities, timing, and financial and human resourcing.

The key challenge for the Director General is to ensure that all corporate planning functions (strategic, operational and financial) and the related management systems are consistent with each other, with the departmental policy framework, and with other management processes, such as performance measurement, priority setting, project management and management reporting, while integrating the full range of functional planning.

The Director General provides qualitative and socio-economic forecasts and analyses of external variables of strategic importance to the Department and integrates these into the Department's strategic, multi-year operational and financial planning processes. The incumbent prepares output plans resulting from these processes and accurately depicts costs in the main estimates.

The Director General oversees the assessment of departmental plans and branch submissions for conformity with governmental and departmental policies, directives and senior strategic management decisions. The manner in which these assessments are made and when they are made can seriously affect the quality of decisions made by senior management. Based on these assessments, the incumbent makes recommendations for improvements to policy, plans, procedures and processes.

The Priorities Committee is the principal executive forum in the Department for considering matters pertaining to program priorities, and corporate resourcing strategies and controls, which are fundamental to the Department's direction. The Director General is an active member of this committee and plays a critical role as the principal advisor on all aspects of resource management policies, priorities and strategic objectives. The incumbent is also responsible for providing advice on the full implication of ongoing and proposed programs (Treasury Board submissions and Cabinet documents), and providing continuing analysis of resource policy issues affecting new or enhanced initiatives.

The Director General implements innovative and analytical methods of resource planning and analysis based on macro program indicators linked to accepted levels of service standards. This process involves extensive consultations with the line branches, which are responsible for the standards and delivery of the programs. The Director General must advise corporate managers on the balance between the mandate of the program and the resources required for effective execution. The incumbent consults with and advises senior managers on the definition, specification and establishment of planned results to be achieved.

In addition, the Director General has a major responsibility for providing the impetus and leadership in continuing improvements in the area of management practices. The incumbent is responsible for identifying areas in the Department where management practices can be improved or streamlined, and recommending solutions and strategies to the Assistant Deputy Minister.

The Director General is responsible for the development, implementation and maintenance of departmental policy on information management. This includes the development of an information plan linking systems development efforts with the strategic direction of the Department. In support of departmental decision making, the incumbent is also responsible for ensuring the accuracy, timeliness and accessibility of corporate information to senior management.

The Director General is the focal point for communication between the Department, the Treasury Board Secretariat and other central authorities and agencies with respect to corporate policy, Treasury Board submissions, management practices and reporting. This role is considered essential because liaising with central agencies on planning and general management policy and direction is critical to maintaining a sound strategic outlook for the Department.

The Director General is responsible for providing a research and analysis capability in order to respond to requests for corporate or inter-branch special projects, studies, theme papers, etc. These special requests frequently have short turnaround times and are required to address departmental impacts of government initiatives and to provide commentary and analysis of issue papers, proposals, etc. from a corporate perspective.

**Dimensions** (Constant Dollars)
	Directorate	Department
FTEs:	40	9,700
Operating budget:	$491,700	$103.6 million

Specific Accountabilities

Develops and directs an integrated departmental approach to policy development, ensuring that the Department's policies and programs are relevant, realistic and responsive to its mandate.
Provides policy direction and support services to departmental management on all aspects of operation and corporate policy, planning and management practices.
Coordinates departmental planning with other management support systems, including performance measurement and project management.
Advises the Assistant Deputy Minister and senior managers on matters related to management decision-support systems, planning, resource allocation and distribution; and recommends departmental objectives, strategies, goals and priorities.
Oversees the preparation of resourcing documents on behalf of the Department and provides alternatives and recommendations to senior management concerning the sources of funding for unexpected items or imposed resource reductions.
Ensures a continued focus on improving management practices in the Department and advises senior management on any matters requiring resolution.
Directs the development, implementation and maintenance of a departmental policy on information management to ensure effective strategic planning of information systems and a comprehensive base of corporate information.

Evaluation Rationale

Director General, Policy and Planning

Know-How

G: Mastery of policy development, management practices, and strategic and operational planning principles and techniques; and thorough knowledge of departmental operations and organization and the roles of central agencies as they affect departmental policies, plans and programs.
III: Operational control of the development of the policy and planning framework, socio-economic forecasting and the identification and analysis of external influences in departmental programs. Conceptual coordination of Department-wide policy and planning activities, including financial, strategic, operational, work and emergency planning, and improvement activities in management practices.
3: Successful achievement of objectives requires motivating staff and providing advice at the most senior levels in the Department.
608: Lowest number reflects the expertise required to manage interrelated functions in a single-focus, highly operational department.

Problem Solving / Thinking

F: Thinking within broad government and departmental goals and objectives to develop appropriate policies and planning frameworks and to provide authoritative advice on management practices and strategies.
4: Analytical and constructive thinking required to develop strategic, operational and corporate policy and planning frameworks, and related management practices.
(57) 350: Higher percentage reflects the challenges associated with developing corporate policies, integrating operational plans and priorities, and leading change in business processes and practices to enhance departmental efficiency and effectiveness.

Accountability / Decision Making

F: Reporting to the Assistant Deputy Minister, Corporate Development, the position is subject to broad government policies and departmental goals in the development of strategic policy, planning and management frameworks.
5C: The position has a contributory impact on departmental activities. The proxy selected to represent these activities is an operating budget of $103 million (constant).
400: Mid-range number reflects the significance of the impact that the position has on departmental plans and priorities and on the efficiency and effectiveness of departmental delivery processes.

Summary

GIII3	608
F4(57)	350
F5C	400
Total =	1 358 A1

Org chart of the DIRECTOR GENERAL POLICY AND PLANNING — **Director General, Policy And Planning - Number: 6-I-2**

Executive Group Benchmark - Number: 5-I-1

Position Title: Director, Policy and Initiatives

General Accountability

Is accountable for managing a policy and planning centre that creates strategic policy frameworks for developing policies and programs related to the young offenders, Native Court Workers, legal aid, and Public Legal Education and Information programs; and for coordinating and administering related joint federal-provincial-territorial program initiatives and financial arrangements.

Organization Structure

This is one of three managerial positions at the third level reporting to the Director General, Programs. The others are Director, Operations; and Director, Innovations, Analysis and Integration.

Specific responsibilities of the (7) Policy Analyst positions and Legal Counsel reporting to the Director, Policy and Initiatives are as follows:

To lead projects in the design and development of new policy initiatives; develop policy proposals and recommendations; address and resolve complex legal problems relating to policy implementation; coordinate and administer joint federal-provincial-territorial initiatives and financial arrangements; and provide expert advice and guidance to senior managers in the Department and in other government organizations regarding legal obligations, legislation, policy development and program implementation.

Nature And Scope

The Department supports the administration of justice in Canada by providing legal services to the Government of Canada, in conformity with the law and the public interest, including legal advice, litigation, legislative drafting, and development and implementation of national law programs. The Department plays a lead role in criminal justice policy and law, human rights policy and law, family and youth policy and law, administrative law, and administrative policy applying to courts and judges. The Department also administers grants and contributions programs and provides services to the public.

The Director is accountable for organizing and directing a centre of expertise for strategic policy analysis and for the design, development, implementation, coordination and evaluation of the legal aid, young offenders, Native Court Workers, Public Legal Education and Information programs, and joint federal-provincial initiatives. The incumbent plays a lead role in the development, negotiation and implementation of cooperative initiatives with other departments, other levels of government and foreign governments to promote a continuous learning environment and to identify and address key policy inadequacies in current justice services.

The Director is responsible for leading specialists in the analysis and development of policy that reflects innovative approaches, strategies and goals. The incumbent must ensure that consultations are conducted with legal, social, economic and research authorities and specialists throughout the Department, as well as in other departments, provincial governments and foreign governments, in order to identify financial and socio-economic factors that affect policy and fair justice in Canada, and to identify innovative policy and administrative practices from other jurisdictions.

The Director faces significant social policy and jurisdictional challenges in the development of policy, new program designs and alternative service delivery models. The incumbent is responsible for ensuring that programs are developed in a manner that ensures intergovernmental cooperation to enable the provision of uniform and standardized services and financial support in all provinces and territories.

The Director must also recognize distinct cultural, geographic and economic differences, while at the same time find novel policy solutions to improve national standards. The incumbent faces the challenge of tailoring policy to respond to the cultural orientation, views, traditions and needs of different peoples and groups, especially in cases where traditional policy, agreements and programs have failed.

The policies implemented by the Director play a crucial role in supporting the Department's legislative agenda and must emphasize prevention and alternative measures, rather than take the traditional custodial approach, in order to effectively address the concerns and needs of citizens in a variety of geographic, economic and cultural circumstances.

The Director is responsible for advising and making recommendations to senior departmental managers and to members of parliament on policy analysis, strategy and implementation matters. The incumbent is also responsible for consulting and coordinating policy initiatives with other senior branch managers in order to assess national priorities and key cultural, economic and social issues to ensure the delivery of equitable justice services and programs to Canadians.

The Director is responsible for chairing and participating in departmental, interdepartmental, federal-provincial-territorial and other intergovernmental committees, working groups and councils to negotiate, coordinate and improve joint activities and to obtain agreement on policy development strategies. The incumbent is expected to develop and maintain effective working relationships with other levels of government, foreign governments and non-government organizations. Frequent and close contact with other government organizations is required to address policy concerns because policy and program recommendations and decisions frequently affect the programs, policies and plans of other departments and other levels of government.

**Dimensions** (Constant Dollars)
FTEs:	9
Operating budget:	$220,000
Grants and contributions:	$48 million

Specific Accountabilities

Directs a policy centre to that provides strategic analysis, development, implementation, interpretation, coordination and quality review of joint federal-provincial-territorial justice policy initiatives.
Provides expert advice and recommendations to senior management regarding program planning, policy development, long-term strategies, resource plans, use of grants and contributions, and other initiatives to ensure the development of effective policy and program initiatives in support of the Department's mandate.
Chairs and participates in departmental, interdepartmental, federal-provincial-territorial and other intergovernmental committees, working groups and councils to negotiate, coordinate and improve joint activities and to obtain agreement on policy development strategies.
Directs the planning, negotiation and implementation of new pilot project initiatives, agreements and cost-sharing arrangements with a large number of federal, provincial and territorial government organizations in order to ensure the implementation of coherent and integrated legal support programs in Canada.
Administers, monitors and evaluates intergovernmental legal programs supported by grants and contributions on behalf of federal, provincial and territorial working groups.

Evaluation Rationale

Director, Policy and Initiatives

Know-How

F: Specialized and extensive knowledge of the concepts, techniques, processes and theories in use in the Canadian justice system and of policies related to the requirements for changes in family and administrative law; in-depth knowledge of the Department's policies and programs and of related programs of other federal government departments and provincial and territorial governments; and solid knowledge of the policies, practices and processes for managing grants and contributions.
III: Manages and integrates the formulation of long-range objectives, strategies and policies that directly influence other functions of the Department; initiates policy, program and legislative change with other levels of government and non-governmental and volunteer organizations; manages programs, including grants and contributions and pilot programs, with the provinces and territories.
3: Successful achievement of objectives requires the incumbent to provide advice to and negotiate agreements with other levels of government and to convince officials at other levels of government and peers and senior officials to adopt the Department's course of action.
528: Mid-range number reflects the solid expertise required in a number of departmental policies and programs and the critical nature of human relations skills required to negotiate agreements with officials at other levels of government.

Problem Solving / Thinking

F: Thinking is done within the generally defined objectives and principles in developing policies, conducting consultations and negotiations, and defining strategic directions to guide the Department in its relationships with other departments and with other levels of government involved in the administration of justice.
4: Negotiating federal-provincial-territorial agreements and developing innovative policy and strategic positions require a high degree of analytical and constructive thinking-often on short notice.
(50) 264: Solid percentage reflects the degree of assistance within the Department's overall policy agenda to identify, recommend and support new policy and program directions for the Department.

Accountability / Decision Making

F: Reporting to a Director General, negotiates and administers joint legal programs and new initiatives with the provinces, and ensures that the Directorate has a relevant and coherent policy direction in relation to legal aid, young offenders, the Native Court Workers Program and related administrative law initiatives at various levels of government in Canada.
2P: The position has a primary impact on all activities undertaken by the Directorate. The proxy used to represent these activities is a budget of $220,000 (constant).
264: Number selected reflects the budget level and the degree of freedom in providing policy and program development, and program direction and evaluation, and in negotiating cooperative fiscal arrangements with other levels of government.

Summary

FIII3	528
F4(50)	264
F2P	264
Total =	1 056 0

Org chart of the DIRECTOR POLICY AND INITIATIVES — **Director, Policy And Initiatives - Number: 5 - I - 1**

Executive Group Benchmark - Number: 4-I-1

Position Title: Director, Heritage Policy

General Accountability

Is accountable for developing, formulating and analysing policies and legislation to support the government's leadership role in the area of heritage, with a particular focus on museums, archives, libraries and other similar constituencies in order to enable Canadians to discover and appreciate their diverse heritage.

Organization Structure

This is one of seven positions at the third managerial level reporting to the Executive Director, Heritage. The others are Director, Resource Management; Director, Cultural Property; Director, Heritage Programs; Director, Historic Places and Parks Policy; Director General, Canadian Heritage Information Network; and Director General, Canadian Conservation Institute.

Reporting to the Director, Heritage Policy, are Senior Policy Analysts responsible for the research, analysis, development, horizontal integration and articulation of federal policy on the protection, preservation and promotion of Canada's heritage in order to foster attachment to Canada, enrich citizenship, share its people's stories and nurture a strong Canadian culture.

Nature And Scope

The Department is responsible for national policies and programs that promote Canadian content; foster cultural participation, active citizenship and participation in Canada's civil life; and strengthen connections among Canadians. The Department plays an overall lead role in advising the Minister on the formulation of new directions, policies, legislation and programs to ensure that they continue to meet the needs of the government, the communities they have been designed to support and the general Canadian public, who support them with their tax dollars.

The Branch provides leadership for the Department and portfolio agencies with respect to the stewardship of federal memory institutions to ensure their continued relevance to all Canadians; to enhance recognition and protection of other nationally significant heritage; to make certain that Canadians and the world have an opportunity to appreciate the diversity of Canada's heritage; to promote and engage other stakeholders; and to create an environment for all stakeholders that supports informed decisions.

It is in this context that the Director, Heritage Policy, establishes a national policy framework designed to enhance the federal government's initiatives and efforts in support of the collection, conservation and accessibility of Canada's national heritage. The incumbent monitors the implementation of existing policies and identifies improvements to these or new initiatives to meet the needs and expectations of the heritage sector. In establishing new or revising existing policies, the Director is expected to meet the dual goals of conserving Canada's heritage and enhancing Canadians' access to their heritage.

The Director formulates a portfolio-wide, cross-sectoral policy framework for Canada's cultural heritage, and builds and nurtures collaborative linkages at the strategic level to ensure that there is an integrated approach to policy development and that the policy initiatives related to historic places and parks are consistent with and support the government's overall heritage policy direction. The incumbent provides authoritative leadership to departmental sectors and portfolio agencies in working together to act more strategically and coherently in helping achieve government priorities, determining and sharing best practices, and identifying opportunities for cooperation and for maximizing resources.

The Director is accountable for the provision of expert advice and recommendations on heritage issues and plays a critical leadership role with respect to the horizontal integration of the cultural heritage contributions of sector and portfolio members; federal institutions, such as national museums, archives and parks; other levels of government; non-government organizations; the voluntary sector; communities; and individuals across the country. The incumbent makes significant policy and strategic contributions to the development of effective linkages and synergies across the full spectrum of stakeholders and leads the transition to a policy framework and implementation strategy that sustains Canada's diverse cultural heritage legacy. The challenges of the position are compounded by a number of factors, such as the greater autonomy of the national museums and the diversity of heritage institutions across the country, which include archives, libraries, museums, heritage institutions and organizations, such as Heritage Canada, historical societies and publishers.

The Director directs and plans the design, development and implementation of a program of short- and long-term research in support of policy development. The incumbent manages research and analysis activities in the area of identifying, recognizing, monitoring and assessing critical issues, trends and developments related to cultural heritage in Canada and abroad. The incumbent oversees the establishment of baseline data against which the success of the long-term action of all stakeholders can be measured, and is accountable for assessing and analysing the success of existing policy approaches and instruments in the achievement of government cultural priorities.

The Director manages the development and implementation of an accountability framework and policy focus for the delivery of discretionary grants and contributions programs designed to support the preservation and promotion of Canada's cultural property heritage. The incumbent evaluates program impacts and monitors results for such heritage programs as the Museum Assistant Program, the Young Canada Works in Heritage Institutions Program, the International Exhibits Program, the Movable Exhibits Program, and the Indemnification Program.

The Director engages the public, Aboriginal groups and other heritage stakeholders with respect to a renewed approach to heritage policy, and leads consultations and negotiations with provincial and territorial governments, other government departments and organizations, such as the Canadian Museums Association, the Historic Sites and Monuments Board of Canada, the Federation of Canadian Municipalities, the Canadian Archaeological Association, the Canadian Library Association and the Heritage Canada Foundation. The incumbent also leads Canadian delegations in the negotiation of international heritage conventions, such as the Underwater Cultural Convention of the United Nations Educational, Scientific and Cultural Organization.

The Director leads the formulation of departmental and governmental policies and strategies with respect to international cultural heritage and the promotion of Canadian cultural products and services within and outside Canada. The incumbent develops Canadian positions on international programs and bilateral/multilateral agreements and conventions.

**Dimensions** (Constant Dollars)
FTEs:	10
Operating budget:	$276,000

Specific Accountabilities

Encourages and supports heritage activities across the country by developing national strategies, policies and legislative recommendations; and monitoring programs related to the Minister's responsibility for cultural heritage.
Supports the consistent and concerted action by the federal government and the coordination and rationalization of its cultural programs with respect to heritage by reviewing, evaluating and recommending policies, legislation, and corporate and strategic plans.
Ensures the effective and efficient development of federal strategies and programs by undertaking policy research and analysis involving extensive data collection and analysis.
Supports the development of strategies and agreements for the resolution of broad cultural development issues in the heritage area by participating in consultations, negotiations and discussions with representatives from a wide variety of cultural and heritage organizations.
Represents the interests of the Department in both domestic and international forums.

Evaluation Rationale

Director, Heritage Policy

Know-How

F: Extensive knowledge of the Department's mission, legislation, policies and programs as related to cultural heritage; extensive knowledge of the Minister's portfolio-wide cultural heritage initiatives, objectives and frameworks. Extensive knowledge of the research, design and development of policies and programs.
II: Coordination of the development of a national heritage policy framework in support of the collection and conservation of Canada's national heritage and access to that heritage.
3: Successful achievement of objectives requires the incumbent to build and nurture collaborative linkages with sectors and portfolio agencies, to establish productive and effective relationships, to provide advice to senior management and to communicate effectively with national and international representatives.
460: High number recognizes the degree of specialized knowledge required to evaluate and develop national policies and programs that affect cultural heritage at the federal, provincial and municipal levels of government.

Problem Solving / Thinking

E: Thinking within well-defined objectives, develops policies and the federal government's role and position concerning heritage issues and developments, including their impact on the heritage community in Canada.
4: Evaluative and interpretive thinking required to develop cohesive policy approaches, frameworks and strategies that sustain Canada's diverse cultural heritage legacy.
(50) 230: The higher percentage reflects the complexity of developing integrated heritage policies that address the marked differences in the types of heritage institutions, regional and cultural differences and the greater autonomy of the national museums.

Accountability / Decision Making

E: Reporting to the Executive Director, Heritage, is accountable for developing national strategies and policies, and making legislative recommendations related to the Minister's cross-portfolio responsibilities for cultural heritage.
2P: Primary impact on policies and programs designed to enhance the federal government's initiatives and efforts to support the collection and conservation of and access to Canada's national heritage. The proxy selected to represent these activities is an operating budget of $276,000 (constant).
230: The high number reflects the position's impact on the Canadian cultural heritage community and recognizes the status of the position as the primary source of advice to representatives from a wide variety of government and non-government cultural and heritage organizations.

Summary

FII3	460
E4(50)	230
E2P	230
Total =	920 0

Org chart of the DIRECTOR HERITAGE POLICY — **Director, Heritage Policy - Number: 4 - I - 1**

Executive Group Benchmark - Number: 4-I-2

Position Title: Director, Strategic Operations Planning

General Accountability

Is accountable for the design, management and evaluation of the Sector's integrated business planning, reporting and accountability framework; leading the implementation of new legislation, regulations and systems; and managing processes that collectively contribute to and influence departmental priorities, policy direction and program delivery.

Organization Structure

This is one of ten positions at the second managerial level reporting to the Assistant Deputy Minister, Operations. The other positions are Director General, Intelligence; Director General, Case Management; Director General, Medical Services; Director General, International Region; and five Regional Directors General (Atlantic, Quebec, Ontario, Prairies and Northern Territories, and British Columbia and Yukon).

Specific functions of the positions reporting directly to Director, Strategic Operations Planning, are as follows:

Manager, Priorities and Issues Coordination, (staff of 4) is responsible for the analysis of the Department's legislative policy, program and process, and the provision of related advice, guidance and recommendations; and leading sector-driven initiatives on departmental priorities and issues, such as the implementation of new legislation, regulations and systems.

Manager, Planning and Reporting, (staff of 4) is responsible for the development of a performance measurement framework, performance measurement indicators and the production of strategic reports and information on the Sector's operations.

Manager, Client Services Initiative, (staff of 4) is responsible for developing networks and partnerships with external organizations involved in citizen-centered service delivery, alternate service arrangements, and client-focussed programs and approaches, with a view to sharing and importing client-service approaches, techniques, tools and best practices.

Nature And Scope

The Department's core objective is to ensure that the movement of people into Canada and membership in Canadian society contribute to Canada's social and economic interests and its cultural enrichment, while protecting the health and safety of Canadians and meeting international humanitarian commitments.

Worldwide population growth, globalization, and political, economic, social and environmental developments are the underlying trends and events that affect the Department. Trans-nationalism, growing economic disparity between and within nations, and the transformative power of advanced technology are rapidly changing the way in which people move around the world. They are also influencing who chooses to emigrate, whether on a temporary or permanent basis. These developments have made immigration a matter of growing importance for many countries around the world, with increasing focus on the competition for those migrants who can contribute to the global economy, renewed attention to humanitarian responsibilities and continued commitment to protecting the sovereignty of all nations against migrant smugglers and traffickers, war criminals and international criminals of all kinds.

The Operations Sector is responsible for the domestic and international implementation of citizenship and immigration legislation and regulations. It develops and implements operational policies, strategies, plans, guidelines, standards, processes and procedures for the delivery of the Department's citizenship, settlement, selection, integration, enforcement and refugee programs.

Within this environment, the Director sets strategic directions for the Sector; develops and manages the Sector's integrated business planning framework and processes; leads exercises to establish objectives and to identify operational priorities and goals for the Sector; establishes linkages to resource needs and to the budget cycle; develops clear support for goals and commitments through an accountability framework; ensures that expected results, established time lines and success indicators are identified in detailed work plans; enhances program integrity and program delivery, through the performance measurement framework and development of indicators; and establishes and leads a systematic process for reporting on goals and commitments and the related performance data.

The Director serves as the advocate for the Operations Sector and maintains a solid and credible presence at the national and regional level to ensure that priorities are successfully presented and promoted. The incumbent must ensure that direct linkages are established between national planning frameworks and regional-level priority and planning activities. Critical to this success and central to the Director's mandate is the creation and management of a clear and systematic reporting process and an integrated planning function. From this framework, the Director is expected to develop strong relationships, participate in national fora and exploit all opportunities to present Operations Sector goals and interests.

The Director provides advice and recommendations to senior management with respect to complex legal, policy and operational issues and recommends options to resolve what are often highly charged and politically sensitive program issues. The Director leads policy, program design, development and evaluation initiatives in direct support to the Operations Sector in the resolution of complex issues; the conduct of studies, special projects, audit reviews and monitoring processes; the identification of areas of risk and development of action plans; and direct involvement in national policy reviews and new legislative initiatives. These activities are undertaken within the context of an Operations Sector planning framework that aligns program activities with departmental goals and priorities through proactive consultations and feedback mechanisms that engage managers, staff, key stakeholders and client groups.

The Director must anticipate gaps and proactively identify and address needs in a manner that supports the Assistant Deputy Minister in executive level for a, and ensure that operational commitments to the Assistant Deputy Minister, Operations, are met. In fulfilling this role, the incumbent manages a process of regular internal and external environmental scanning and strategically manages partnerships departmentally, interdepartmentally and with other levels of government and the private sector. The work requires an extensive and intimate understanding of the full range of departmental programs, as well as national fora and relationships, to achieve results.

Some major challenges for the Director are the evaluation of national and regional intelligence; the identification of areas of potential vulnerability and risk; and the development, promotion and implementation of planning and programming strategies that fall within the spirit and intent of the Department's broad legislative and policy framework. In meeting this challenge, the incumbent must analyse and synthesize a myriad of environmental factors, including trends and developments in rising immigration levels; labour shortages in the different service fields; increasing client expectations for service and timeliness; and increasing volume demands in an environment of limited resources.

The Director works in partnership with senior officials from various departments, agencies and stakeholders, including Health Canada, Foreign Affairs Canada, the Canada Revenue Agency, Human Resources and Skills Development Canada, the Immigration and Refugee Board, the Royal Canadian Mounted Police, Public Safety and Emergency Preparedness Canada, the Canadian Security Intelligence Service; other governments and international organizations; and provinces, municipalities, private sector and non-government organizations (NGOs); to resolve multi-jurisdictional policy and program issues. The Director participates with senior officials of other federal departments and provincial ministries in a number of formal steering committees and working groups.

**Dimensions** (Constant Dollars)
Operations Sector:	FTEs:	2,930 (Canada-based)
Operations Sector:	Operating budget:	$33 million
Directorate:	FTEs:	14
Directorate:	Operating budget:	$180,000

Specific Accountabilities

Maximizes sector, program and operational effectiveness through management of strategic planning, performance management and indicators, and reporting frameworks.
Makes recommendations on new initiatives and amendments to program policies and procedures to ensure that the Department adopts and implements consistent, standardized national processes.
Provides intelligence and perspectives on sector priorities, objectives and issues.
Guides the design and management of internal and external consultative and negotiation processes in the identification and resolution of complex and controversial operational issues.
Establishes and maintains strategic linkages with other government departments, provincial government organizations and NGOs to discuss issues of particular interest and importance to the Operations Sector.
Contributes to the development and establishment of corporate directions and priorities and to the improvement in the standards and criteria for best management practices governing the delivery of programs and services.

Evaluation Rationale

Director, Strategic Operations Planning

Know-How

F: Extensive knowledge of all aspects of immigration program activities in order to develop the Department's strategic operational plans for the Sector's business planning exercise; and extensive experience in managing planning frameworks.
II: Operational focal point for the Sector in the development and management of all operational planning frameworks for the Department in order to consolidate operational plans, measure performance and report on results.
3: Successful achievement of objectives requires dealing with officials of own and other federal government departments and provincial governments to discuss issues of particular interest and importance to the Operations Sector.
460: High number reflects the breadth of specialized and managerial knowledge and skills required for the position and the responsibility at the sector level for the Department's strategic operational planning of a related activities program.

Problem Solving / Thinking

F: Thinking is done within broadly defined governmental and departmental policies and objectives to develop and manage the operational planning frameworks for the Department.
4: Evaluative and constructive thinking is required in adjusting plans and frameworks to maximize the Sector's program and operational effectiveness, to make recommendations on new initiatives and program policy and amendments to procedures, and to reconcile conflicting requirements of various stakeholders and partners.
(50) 230: Solid percentage reflects the requirement for the position to work within the Department's policy guidelines and corporate strategic directions and priorities.

Accountability / Decision Making

F: Reporting to the Assistant Deputy Minister, Operations; receiving general managerial direction in the development and management of the Sector's business planning; and reporting and accountability frameworks that guide the Department's strategic operational planning.
2P: Primary impact on the Directorate's activities as represented by a proxy of $180,000 (constant).
264: The standard number reflects the size of the proxy selected, the operational nature of the planning and the contribution of the position to the Department's overall corporate strategic planning frameworks.

Summary

FII3	460
F4(50)	230
F2P	264
Total =	954 A1

Org chart of the DIRECTOR STRATEGIC OPERATIONS PLANNING — **Director, Strategic Operations Planning - Number: 4 - I - 2**

Executive Group Benchmark - Number: 4-I-3

Position Title: Director, Science Policy

General Accountability

Is accountable for providing professional and managerial leadership in developing, monitoring and evaluating the Department's policy for the strategic management of science and technology (S&T) within the context of federal S&T policy and the Department's strategic objectives and operational goals.

Organization Structure

This is one of five positions at the second managerial level reporting to the Assistant Deputy Minister, Environmental Conservation Service. The others are Director General, National Water Research Institute; Director General, Canadian Wildlife Service; Director General, Water Policy and Coordination; and Director General, Conservation Strategies.

Specific functions of the positions reporting to the Director, Science Policy, are as follows:

Science and Technology Policy Advisors and Analysts, (staff of 7) each is responsible for conducting science and technology (S&T) policy research, environmental policy scans and authoritative analysis; and developing and presenting a wide variety of policy papers, responses to parliamentary questions, memoranda of understanding and S&T policy recommendations.

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.

Within this context, the Director, Science Policy, is the policy lead in developing, monitoring and evaluating the strategic management of the Department's S&T activities, and ensuring the alignment with federal S&T policy and departmental strategic objectives and operational goals. In this capacity, the incumbent contributes to and implements federal S&T policy and reports on and communicates the Department's S&T effort.

Researching and developing the Department's S&T policies, guidelines and positions requires the Director to establish and maintain a wide variety of domestic and intergovernmental relations to determine the current state and patterns of S&T policy with respect to environmental protection and sustainable development. The incumbent leads policy research into issues related to the extent and quality of international and domestic research in this area, current trends and concerns, major players in the field and Canada's overall position, as well as international obligations that Canada may have undertaken with respect to S&T policy in this area. The incumbent liaises with managers in the Department and senior officials in other government departments to promote and implement policies and to ensure consistent and coherent policy support for the federal government's S&T strategy and departmental objectives and goals.

The Director represents the Department and Canada at international and domestic conferences to explain the government's policies and positions on various issues, and provides technical advice on S&T policy to Canadian delegations involved in international negotiations. The incumbent chairs or participates in intra- and interdepartmental, inter-agency and intergovernmental committees and working groups to promote and recommend approaches to general and specific topics, principles and guidelines covering a wide range of S&T issues.

The Director negotiates memoranda of understanding for joint projects and undertakings between the Department and up to 21 other government departments engaged in S&T activities. A major challenge for the Director is to be sensitive to the various concerns and difficulties faced by other government departments and agencies in relation to S&T policy recommendations and the pressures on S&T policies that may arise from other stakeholders, such as industry, as well as the political process and the need to bear in mind the regulatory and legislative framework within which S&T policy and guidelines have to operate.

The Director provides advice to the Minister, Deputy Minister and Assistant Deputy Ministers in support of science policies that affect the Department's scientific community and the broader scientific community in government. The incumbent responds to and assesses central agency initiatives and participates in various committees and working groups to address issues raised as a result of such initiatives, recommending approaches and resolutions.

The Director develops strategic S&T communication programs and information networks aimed at informing the public and other government and industry organizations about Canada's S&T policies, guidelines, issues, commitments and practices; and facilitates information exchange among scientists and managers involved in S&Tpolicies and strategies. The challenge for the Director is to ensure that these networks are functional and meet users' needs, and to ensure that complex and highly specialized information is presented to non-scientific and non-technical audiences in a manner that enables them to appreciate the issues involved and that leads to informed discussions.

**Dimensions**(Constant Dollars)
FTEs:	15
Operating budget:	$225,000

Specific Accountabilities

Conducts science policy research, and plans and manages intelligence gathering through participation in domestic and international conferences, fora and working groups, and assessments of research and information on S&T policy developments, trends and conditions, both domestic and international.
Researches and develops S&T policy proposals, guidelines or position papers for review by and discussion with senior managers in the Department, and other science-based government departments and agencies.
Provides authoritative advice, guidance and support to the various S&T management committees and to senior management on the overall governance of S&T, and to scientific and non-scientific managers to facilitate the resolution of problems related to various S&T issues.
Develops and fosters a wide circle of contacts with government, industry and academia to assess current trends in the field of S&T policy and regulations and to form partnerships, assess risks and develop an S&T policy framework.
Chairs and participates in departmental, interdepartmental and intergovernmental working groups and fora to assess and develop approaches and plans for promoting scientific excellence and management.
Develops communication programs and information networks for scientists, non-specialist decision makers and the general public to exchange information on S&T policy, current trends, issues and approaches, and to promote informed discussions and a greater understanding of scientific issues, environmental protection and sustainable development.

Evaluation Rationale

Director, Science Policy

Know-How

F: Professional expert knowledge of scientific research principles, practices and activities conducted throughout the Department and across the Public Service; professional expert knowledge of the research, design and development of policies and related practices; and professional expert knowledge of the development of multi-lateral agreements and cooperative partnerships in the scientific and technical community.
II: Conceptual and operational management of the policy framework for the strategic management of the Department's S&T function.
3: Successful achievement of objectives requires the establishment of critical interpersonal relationships to advise senior management and to communicate effectively with national and international representatives of the scientific community.
460: High number recognizes the degree of specialized scientific knowledge required to research, assess and promote alternatives to existing scientific policy frameworks.

Problem Solving / Thinking

E: Thinking is done within well-defined objectives for departmental and government-wide scientific research and development activities.
4: Constructive and evaluative thinking is required to research, develop and promote approaches and strategies for advancing scientific research excellence and scientific management through the development of research and development policies for the Department and the government's broader S&T agenda.
(50) 230: The higher percentage reflects the innovative nature of the thinking challenge in researching, assessing and promoting changes to the Department's research and development policy framework.

Accountability / Decision Making

E: Reporting to the Assistant Deputy Minister, Environment Conservation Service, this position is accountable for taking the policy lead in the strategic management of the Department's S&T function, in alignment with federal S&T policy.
2P: Primary impact on policy research to support the strategic management of departmental S&T activities. The proxy representing these activities is an operating budget of $225,000 (constant).
230: High number is indicative of the position's latitude to influence departmental S&T approaches to ensure consistent and coherent policy, the position's contribution to the development and management of strategic department-wide S&T planning and management activities, and the influence on the government's S&T agenda.

Summary

FII3	460
E4(50)	230
E2P	230
Total =	920 0

Org chart of the DIRECTOR SCIENCE POLICY — **Director, Science Policy - Number: 4 - I - 3**

Executive Group Benchmark - Number: 4-I-4

Position Title: Director, Strategic and Operational Planning

General Accountability

Is accountable for the development and implementation of strategic and operational planning processes in the Chief Information Officer (CIO) Branch to guide the Branch's activities and to ensure the integrity of key corporate financial planning and monitoring functions.

Organization Structure

The position is one of six positions at the second managerial level reporting to the CIO. The others are five Directors General in the following areas: Infrastructure Services, Client Services, Information Management and Business Services, Government On-Line (GOL), and Canada Business Service Centres.

Reporting to the Director are three planning and project officers, four employees working on operational planning and administration issues, and one administrative officer, as well as consultants and students hired periodically for specific ad hoc projects and initiatives.

Nature And Scope

The Department's mandate is to help Canadians be more productive and competitive in the knowledge-based economy through policies, programs and services aimed at supporting stronger business growth and a more efficient and competitive marketplace.

The CIO Branch is responsible for providing the Department with core information technology (IT) infrastructure and related information management (IM) and IT services ranging from the operation of the Department's IT network to paper and electronic records management.

Within this context, the Director forges a strategic overview to position the Branch for future challenges, identifying common challenges and synergies among the Branch's activities, and devising ways to communicate its priorities to staff, clients and partners. The incumbent must track and enhance the Branch's key deliverables and devise ways to encourage the CIO's units to maintain momentum in producing these deliverables. In addition, in support of Modern Comptrollership principles and other prevailing corporate management priorities, the incumbent must ensure the integrity of the Branch's administrative practices.

The Director establishes an internal strategic and operational planning capability that is sensitive to the challenges faced by IM/IT organizations and is firmly grounded in effective management practices and contemporary approaches to improving client service. The incumbent identifies and promotes Branch strategic priorities, linking them to departmental activities, and develops a strategic planning calendar that integrates key financial and human resources (HR) activities.

The Director leads the production of the CIO's annual report, which is a major communication and accountability tool targeted at departmental partners and clients. The incumbent develops and oversees a communication and engagement plan for the rollout of the annual report. Drawing from the Branch's strategic plan, the Director must ensure that the Branch submits high quality contributions for inclusion in departmental strategic and operational plans and reports to Parliament. This includes developing a framework of key horizontal and Branch-specific issues that should be captured in the agreements.

The Director leads environmental scanning aimed at identifying major trends and emerging developments, at the national and international levels, that affect the Branch's clients and partners; and prepares analyses and recommendations as part of the Branch's strategic planning. The Director identifies government priorities, in terms of Public Service renewal and management improvement, that need to be incorporated into the Branch's work methods. The Director works in close cooperation with all the business units to articulate and advance strategic and operational frameworks in order to enhance the capacity of the Branch to develop and manage sustainable partnerships and productive relations with clients both inside and outside the Department.

The Director develops and monitors a business agenda that builds on the strategy, identifies key initiatives and sets out major deliverables, time frames and partners. The business agenda serves as a major tool for monitoring the Branch's progress on its strategic objectives and helping to structure the agenda for the CIO management committees. Working from the business agenda, the Director leads the development and implementation of a Branch results-management and accountability framework to ensure a credible performance measurement system.

The Director contributes to the development of short- and long-term strategies for addressing Branch financial pressures, including funding models. The Director plays a pivotal role in shaping and drawing together the Branch's input to periodic reference level reviews within the Department. In consultation with CIO units, the Department's Comptroller Branch and other departmental players, the Director develops a capital planning framework for the acquisition and life-cycle management of assets in order to find practical ways of improving the usability of departmental financial information for CIO planning purposes.

The Director develops and maintains effective working relationships with senior officials from the Department and central agencies for the purpose of eliciting useful business information on their priorities, building support for major proposals for new initiatives or projects being pursued by the Branch, and answering questions about strategic and operational planning issues. The Director maintains contact with officials from the private sector on a variety of issues associated with technology assessment, trends and forecasting, as well as best practices in strategic and business planning in IM/IT organizations.

The Director provides support to Branch management on Branch-wide HR initiatives, such as the development and implementation of a Branch HR framework, and on organizational issues, including strategic reviews and restructuring aimed at improving organizational effectiveness. The Director is called upon to challenge the boundaries of individual CIO unit proposals, to draw them together into a coherent, integrated package, to monitor progress and to recommend corrective action. The Director plans and directs the conduct of special studies to provide advice on organizational or management issues or program effectiveness. The Director creates and manages interdisciplinary teams and task forces required to address issues that cut across Branch lines.

Challenges associated with the position include negotiating with and influencing senior officials inside and outside the Branch, who may hold strong views on specific issues, by presenting well-articulated strategies on complex technical issues, and enlisting the cooperation of others in order to advance Branch priorities. The Director is a member of the various CIO management committees, chairs the CIO Operations Committee and is a member of the GOL Sub-Committee.

**Dimensions** (Constant Dollars)
CIO Branch:	FTEs and contractors:	340 FTEs and 110 contractors
CIO Branch:	Operating budget:	$8.7 million
Directorate:	FTEs:	9
Directorate:	Operating budget:	$123,000

Specific Accountabilities

Leads the strategic planning function for the Branch, including the production of the Branch's annual report, as a major communication vehicle with Branch staff, clients and partners.
Develops Branch input to departmental strategic and operational plans, as well as Branch input to reports to Parliament, ensuring the integration of Branch plans in articulating and reporting on the Branch's strategic objectives and operational goals.
Develops and implements a detailed business agenda and, drawing from it, chairs weekly CIO Operations Committee meetings aimed at tracking progress in producing deliverables.
Develops strategies for addressing major financial pressures faced by the Branch and provides broad oversight on HR and other administrative issues.
Develops a results-measurement and accountability framework for the Branch to strengthen performance measurement.
Leads special projects on sensitive issues with major implications for the Department and represents the Branch on various committees and in working groups.

Evaluation Rationale

Director, Strategic and Operational Planning

Know-How

F: Professional knowledge, at the policy and program level, of the legislation, policies and priorities of the CIO, the Department and the government; sound knowledge of the legislation, policies, principles, techniques and practices of strategic and operational planning, program design, program measurement, administration, research and analysis; extensive knowledge of trends and developments in IM/IT, including e-government; expert knowledge of central agency strategies, priorities and initiatives to improve the management of the Public Service and the delivery of services to Canadians; expert knowledge of strategies, approaches to resource management, control and reporting, processes and systems; and professional knowledge of the machinery of government.
II: Conceptual and operational management of strategic and operational planning, resource management, control and reporting at the Branch level.
3: Successful achievement of objectives requires the incumbent to establish and maintain effective working relationships within and outside the Department in order to facilitate and advance the dialogue on the CIO's and the Department's strategic objectives and operational goals with a broad spectrum of senior officials in the Public Service, as well as other jurisdictions and the private sector.
460: High number is consistent with the requirement to provide direction for planning and to manage relationships with a number of partners and stakeholders.

Problem Solving / Thinking

F: Thinking is done within the framework of the CIO Branch's broad IM/IT strategic objectives and operational goals.
4: Analytical and constructive thinking is required to identify and address emerging issues related to the development of strategic and operational plans, and associated resource and program management controls and reports to enhance the Branch's operational capacity.
(50) 230: Solid percentage reflects the requirement to address multiple issues at the policy and program levels affecting the effectiveness of the Branch in articulating and achieving its mandate.

Accountability / Decision Making

F: Reporting to the CIO, is responsible for providing an integrated planning framework and management infrastructure for the Branch.
3C: The position has a contributory impact on the operations of the Branch's planning and management function. The proxy used to represent these activities is the Branch's operating budget of $8.7 million (constant).
264: High number is consistent with the impact of the position on the design and implementation of the Branch's strategic initiatives in establishing sustainable partnerships affecting the management processes of the Department and the size of the proxy selected.

Summary

FII3	460
F4(50)	230
F3C	264
Total =	954 A1

Org chart of the DIRECTOR STRATEGIC AND OPERATIONAL PLANNING — **Director, Strategic And Operational Planning - Number: 4 - I - 4**

Page details

Date modified:: 2016-08-25

Appendix C1 - Benchmark Index by Function - Policy and Planning

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This page has been archived on the Web

Executive Group Benchmark - Number: 10-I-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: 9-I-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: 8-I-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-I-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-I-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: 5-I-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-I-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-I-2

General Accountability

Organization Structure

Nature And Scope

Specific Accountabilities

Evaluation Rationale

Know-How