We have archived this page on the web

The information was accurate at the time of publishing but may no longer reflect the current state at the Canada Border Services Agency. It is not subject to the Government of Canada web standards.

Archived

We have archived this page on the web.

Executive Vice-President's Transition Binder 2019
Chief Transformation Officer Branch (CTOB)

The intent of this briefing note is to provide an overview of the Chief Transformation Officer Branch (CTOB) specifically focusing on key responsibilities, core business functions and fiscal year (FY) to deliverables, risks and issues.

Background

The CTOB provides leadership on the Agency's journey to transform and modernize its business processes. The CTOB articulates, defines, and communicates the Agency's transformation vision and ensures that the guidance needed to achieve that vision is in place. This includes helping to set the Agency's strategic direction and priorities, supporting the Agency with culture and change management expertise, and working with functional leads to identify and implement solutions to business challenges.

An executive summary of the CTOB to Integrated Business Plan is included for your reference. It contains detailed information on the CTOB's mandate, context and priorities and draws attention to specific activities the CTOB will undertake to achieve these priorities in to .

Key responsibilities

The Chief Transformation Officer (CTO) is the engine that drives change by:

The CTO occupies a unique place in the Agency's governance and decision making process with a direct mandate from the President to influence the prioritization of Agency activities, work with the Chief Financial Officer to allocate resources to priorities, provide independent unbiased perspectives on the Agency's business processes, drive innovation, challenge conventional thinking, and shape the Agency's culture.

Core business functions and deliverables

1. Transformation Delivery

In to the CTOB will work with Branches and initiative leads to prioritize, sequence, and provide funding advice for activities that best advance the transformation agenda. We will work with initiatives and internal services to identify dependencies, connect initiative leads, encourage collaboration, and provide an integrated roadmap for transformation activities. Additionally we will look to identify and address low priority and low value work and help the organization shift its efforts. The CTOB will adapt its oversight function to include modernization activities in addition to our ongoing work with the sustainability initiatives. We will provide regular progress reports and advice to the Executive Committee as well as to the Departmental Audit Committee, recommending adjustments and course corrections as required.

2. Organizational Culture

Having worked to establish the Culture Division through the later part of last fiscal year, the plan for to is to finalize the diagnosis of the existing Agency culture (drawing in large part on the VP-led Listening Tour data) and to design and implement actions to achieve the desired culture. All activities of the division will hinge on significant engagement with all executives and with our grassroots network of employees across the country. Focus will also be placed on building leadership by example, through targeted support and training for Executive Committee, front-line management and the Agency's informal leaders/influencers.

3. Change Management

There are four areas of effort planned for to that will help mitigate people change risks and increase the chances of Renewal success:

Communicating and engaging: Communicating early, broadly, and repeatedly about Renewal and engaging staff meaningfully and consistently so they are aware of what we are trying to achieve and can help shape outcomes. In close partnership with the Communications Directorate, the CTOB's Strategic Change Office will layer its activities on top of those established by Communications. This will include delivering a communications strategy and action plan for CBSA Renewal that raises and reinforces awareness of the compelling “why” and “how” of change, provides status updates, and communicates success stories, as well as an engagement strategy and action plan to create opportunities for employees to provide feedback that can be meaningfully used by project leads.

Managing people change: Assessing, integrating, and managing the cumulative impact of sustainability and modernization initiatives on people and helping targeted Renewal initiatives to manage the people side of change as per the approved Culture and Change Framework. This will include a change management strategy for each approved Modernization initiative plus full change support for one Modernization initiative. The exact details of this support will depend on the change assessment, but likely includes communication and engagement strategies and action plans, leadership coaching, resistance mitigation strategies, and training plans.

Additionally we are delivering change management strategies for the major Sustainability initiatives: implementation of the Functional Management Model (including change management plans for the new functional branches); Nationalization of Internal Services; and Classification Renewal.

Training to build change capacity and competencies: Equipping executives, managers and employees to manage change successfully for themselves and their teams.

Integrating change management at CBSA: Aligning existing processes and systems to reward and reinforce new behaviours and mindsets and embedding change management within enterprise project management. This work will involve close collaboration with Human Resources.

4. Efficiency Program for Business Improvement

The CTOB will implement a tangible approach and proven methodology to optimize workflow processes, accelerate border crossings for low-risk travellers and goods, and increase the CBSA's program efficiency and client service Elimination of duplicate or redundant processes will help the future automation of border processes and contribute to quicker and more efficient systems. In to the CTOB will establish a center of expertise for business process improvements. The primary efforts throughout the second and third quarter of the year will be focussed on conducting two targeted reviews of front-line border processes.

5. Innovation

The CTOB will, in to , work with ISTB and program branch colleagues to establish capacity within the Agency to execute ongoing rapid innovation in border technology in alignment with the B5 Border of the Future vision. We will help establish a methodology to test and develop innovative ideas and then put in place a process to either turn successful innovations into scalable solutions, or learn from unsuccessful ideas and move on. Over the course of the coming year we will facilitate industry engagement and collaborate with partners to advance technology, improve compliance, and create common standards. The CTOB will collaborate with other branches to identify business challenges that could potentially be overcome with innovative ideas while developing an engagement strategy to establish and promote innovation within the agency. In to , the CTO will continue the momentum from Blueprint 2020 by aligning efforts and communications with CBSA Renewal. This includes identifying, capturing and reporting on the outcomes from initiatives that align with the key Beyond 2020 themes of being Agile, Equipped and Inclusive. With support from the Communications Directorate, the CTO will continue to Champion Agency Beyond 2020 activities.

6. Office of Primary Interest for the implementation of the Organizational / Functional Alignment Initiative

During the first quarter of the fiscal year, the CTOB assumed the OPI roll and began to lead the full implementation of the Functional Management Model. The CTOB is using a project management approach to implementing the changes required for re-alignment of the Agency's organizational structure over the next 12 months. The primary role will be one of enabler, facilitator and coordinator. This work is being done in close collaboration with the Human Resources Branch, the Nationalization of internal services initiative, and the Agency's lead for integrated business planning in the Finance and Corporate Management Branch.

Risks and issues

The CTOB is the lead for two of the Agency's risks included in the CBSA's Enterprise Risk Profile:

The CTOB is actively managing the associated mitigation activities for these risks with its culture and change program on one hand and with its new role as the lead for functional management implementation on the other.

I am available to discuss at your convenience.

Patrick Boucher
Vice-President and Chief Transformation Officer

Vice-President and Chief Transformation Officer (CTO): biography

Patrick Boucher joined CBSA in as the Vice-President and Chief Transformation Officer (CTO).

From to , he served at Justice Canada where he supported the government in ensuring that it was meeting its constitutional and international human rights obligations related to Indigenous peoples and supported the Minister of Justice and Attorney General of Canada with advancing mandate commitments related to reconciliation and achieving a renewed nation-to-nation relationship with Indigenous peoples.

From to he served at Public Safety Canada in various key Director General positions most recently as Director General for Critical Infrastructure and Strategic Coordination in the National and Cyber Security Branch. Earlier he served as the Director for the Policy and Advocacy Directorate in the Office of the Federal Interlocutor for Métis and non-Status Indians at the former Department for Indian and Northern Affairs Canada.

Patrick is a recipient of the Public Service Award of Excellence which recognizes excellence in achieving results for Canadians while demonstrating key leadership skills. Patrick is also a recipient of the Queen Elizabeth II Golden Jubilee Medal. This award is for Canadians who have made exceptional contributions to their communities and to Canada as a whole.

Patrick has a Master of Arts in Canadian Studies (Public Policy/Aboriginal Studies) from Carleton University and a Bachelor of Arts in Computer Science.

Overview

Border operational requirements are changing.

CBSA’s current business model is no longer effective, responsive, or affordable.

CBSA has developed a modernization vision and supporting business case to transform its business processes, shifting from a heavy transactional focus to a risk-based approach to assessing admissibility and compliance.

Current challenges in CBSA's dynamic operational environment

 Increasing

  • Traffic
  • Threat Sophistication
  • Irregular Migration
  • Trade

 Decreasing

  • Examination Rates
  • Classification of Goods
  • Infrastructure
  • Financial
  • Skills and Talent

An environment of change

Global change has strained border management capacity (facilitation and security) and use of traditional business models. The CBSA has reached a tipping point in its vulnerability to effectively deliver its mandate.

While existing threats remain and new ones are emerging

Organized crime has changed so fundamentally… that it is extremely hard if not impossible for law-enforcement agencies and politicians to keep up with the developments

The Globe and Mail

There are over 190 extremists with a connection to Canada, suspected of engaging in terrorism abroad. Approximately 60 of these individuals have returned home

CBC

Drug trafficking organizations are using increasingly sophisticated tactics to largely bypass traditional border security screening systems…

The New York Times

Traffic across Canada’s border is on the rise and stretching CBSA’s resources

Between fiscal years to , to to , we estimate 26% growth in the number of passengers crossing Canada’s border by air, from 32 million to 41 million.

Between fiscal years to , to to , we estimate 18% growth in the number of items crossing Canada’s border by post, from 81 million to 95 million.

Between fiscal years to , to to , we estimate 69% growth in the number of commercial shipments crossing Canada’s border, from 1.2 million to 2 million.

Border management resource reviews

The financial pressures facing the Agency have grown over time; with increasing volume and complexity of transactions, the CBSA’s permanent A-base budget has not kept pace with workload and cost drivers.

Notwithstanding its internal cost-containment measures, the CBSA came close to exceeding its parliamentary authorities in fiscal year to and needed funding relief for to and to .

Funding relief led to comprehensive reviews of all Agency business activities:

Why CBSA renewal

  1. Sound border management is essential to the well-being of all Canadians
    • Efficient border facilitation creates significant economic value, with an estimated $2.0B in daily cross-border trade between Canada and the US
    • Effective border enforcement allows public authorities to avoid judicial, healthcare and policing costs
  2. Renewal is a critical requirement to the Government of Canada’s ongoing ability to effectively and efficiently manage the border (over the short-term and long-term)
  3. Border volume growth considerably impacts CBSA’s ability to successfully manage the border
    • Commercial and traveller volumes are growing at double-digit annual rates
    • Sustaining current service and effectiveness levels would require hiring approx. 1,000 BSOs over the next 5 years
    • The complexity and sophistication of threats is increasing while examination rates are declining
  4. Renewal will allow CBSA to sustainably manage Canada’s border effectively and efficiently
    • Enable the Agency to manage increasing volumes with current personnel levels over 5 years
    • Improve service (e.g., wait times, access to information) and effectiveness (e.g., interception)
    • Stabilize CBSA’s financial situation and improve the Agency’s ability to manage itself

Benefits of CBSA renewal

Image description

CBSA’s mandate: The Agency is responsible for providing integrated border services that support national security and public safety priorities and facilitate the free flow of persons and goods, including animals and plants, that meet all requirements under the program legislation.

CBSA Renewal will reinforce the benefits that the Agency’s mandate provides Canadians.

Renewal will improve this mandate’s benefits to the economy by delivering broader support for economic growth, and helping governments avoid costs.

Renewal will also increase the effectiveness of the CBSA services that support national security and public safety priorities. Benefits include:

By facilitating the free flow of persons and goods, CBSA Renewal is offering improved service benefits that include:

By meeting all requirements under the program legislation, the CBSA Renewal increase benefits to border management by producing:

Sustainability aspects of CBSA renewal

Sustainability initiatives address underlying structural issues. These initiatives should be pursued whether we transform our business model or not. For example, we can reallocate intelligently through optimization in:

Another sustainability aspect of Renewal is investing in fundamentals including:

Results-based organization and decision-making structures

The following generate efficiency:

Maximizing our talent and working smarter

The following generate efficiency:

Strengthening and stabilizing our financial management

The following help avoid costs:

Modernizing our technology, infrastructure and facilities

The following help avoid costs:

Modernization aspects of CBSA renewal

There are 4 pillars of modernization under the CBSA Renewal Initiative.

Pillar 1: Facilitate compliance

  • Help travelers and traders understand how to be compliant and to follow the rules
  • Encourage use of trusted programs with richer agency information to promote compliance upstream

This pillar addresses significant border officer time devoted to managing unintentional rule-breaking by traders and travelers who do not understand requirements or processes for entry into Canada.

Associated initiatives include:

  • Reporting Offsite Arrival-Mobile (ROAM) and mobile app
  • client segmentation / tracking reasons for non compliance

Pillar 2: Enhance analytical capabilities

Improve ability to collect and analyze data to better understand clients, compliance issues and the level of threat.

This pillar addresses the lack of integrated data from CBSA and other government departments which limits strategic border management and business decisions and limits ability to “find the needle in the haystack.”

Associated initiatives include:

  • enterprise data analytics
  • dynamic risking (IT solution for compliances scores)
  • security screenings (automation of functions)

Pillar 3: Automate and Optimize Processes

Accelerate border crossings for low-risk travelers and goods, and optimize Agency business processes.

This pillar addresses the significant border officer time devoted to manual processes and routine activities, rather than on the high-value work of assessing risks and threats.

Associated initiatives include:

  • Expanded Innovation Hub with IT Agile
  • Nexus Modernization (PIK 2.0)
  • Enhanced E-Commerce Program
  • Implementation of IT Solution for Remote Traveller Processing
  • Radio-Frequency Identification, Increase RFID Tags

Pillar 4: Border Innovation

Experiment with innovative new tools, technologies and processes to generate new results.

This pillar addresses the focus of staff on proven approaches in order to generate new results with different thinking consistent with international practice.

Associated initiatives include: Border of the Future.

Before and after

How risk-based compliance produces a smart border and digital travellers
From To
Transactional (efficiency-oriented) Strategic (outcome-oriented)
Limited pre-crossing compliance/risk information Integrated compliance history
Judgement/intuition Real-time, analytics-based risk assessment
Non-resultant secondary inspections Effectiveness secondary inspection
High-touch mediation Low/no-touch facilitation
Deterrence-based approach Voluntary compliance + risk-based intervention
Scattered OGD threat and risk information Integrated OGD threat and risk information
Corrective measures Proactive compliance

Purpose

Provide Executive Summary of the Chief Transformation Officer Branch (CTOB) Integrated Branch Plan for fiscal years (FY) to

Highlight CTOB Priorities (Functions and key Activities)

Outline CTOB budget and HR profile

Outline next steps

Annexes:

Mandate / Vision / Context

Mandate

To provide overarching leadership throughout the Agency’s journey to transform, modernize and renew its business processes. The CTOB articulates, defines, and communicates the Agency’s transformation vision and ensures that the guidance needed to achieve that vision is in place. This includes helping to set the Agency’s strategic direction and priorities, supporting the Agency with culture and change management expertise, and working with functional leads to identify and implement solutions to business challenges.

Context

Our business is to provide leadership and stewardship of the transformation program; ensuring that inter-dependencies are known and understood; and supporting horizontal collaboration.

Functions and activities for to

Transformation delivery

Organizational culture

Change management

Efficiency program for business improvement

Innovation

Office of Primary Interest Functional Alignment

Budget

Funded Functions
Current FTE Required FTE Salary ($) O&M ($) Total ($)
Budget 2,019,266 900,000 2,919,266
VPO (EX-4, AS-7, AS-3, AS-6, AS-2, AS-2; AS-1(1 month); EX-5 (<1 month)) 7.00 7.00 588,313 390,091 978,404
DGO - Transformation (EX-3, AS-5, AS-2 (7 months); AS-2 Casual in position; departed employees) 0.23 3.00 230,716 32,061 262,777
DGO - Strategy, Business Integration and Change Management (EX-3, FB-6, AS-2, Performance pay for Culture and Change) 3.00 3.00 374,605 109,599 484,204
Transformation Delivery (EX-1, AS-7, AS-5; AS-5 (3 months); AS-5 (7 months); PE-4 (9 months); AS-3 (Casual)) 4.35 6.35 500,001 31,127 531,128
Innovation (AS-6 (9 months), SU-3 (15 weeks) 0.30 0.75 84,580 10,500 95,080
Other (FB-6, AS-5 (3 months)) 0.50   46,757  - 46,757
Overtime and other salary related items (short-term support) 98,323  - 98,323
Total Funded A-Base Activities 15.38 20.10 1,923,295 573,378 2,496,673
Budget 2,019,266 900,000 2,919,266
∆ A-Base Total vs A-Base Allocation 95,971 326,622 422,593
Branch Internally Funded Function
Current FTE Required FTE Salary ($) O&M ($) Total ($)
Reallocation of Transformation Delivery funding to be applied to fund FMM 95,971 326,622 422,593
FMM (AS-7, EC-6 (9 months); EX-2, AS-5, AS-3 (7 months) 0.00 5.00 347,269 12,500 359,769
Balance after applying re-allocated funding to FMM 251,298 314,122 62,824
Conversion of O&M funds to Salary funds (including 20% fee)  251,298 251,298  -
Remaining funds after FMM funding 0.00  -  -

Note: The Branch's re-allocation of Transformation Delivery funding from the A-base O&M fund is converted to salary funds to allow the CTOB to finance FMM internally.

Agency Internally Funded Functions (Forecast)
Current FTE Required FTE Salary ($) O&M ($) Total ($)
Organizational Culture (EX-2, EC-7, EC-6, EC-6; AS-4 (shared, 9/12 months); PE-3 (budget transfer, 1/4 salary)) 4.00 4.63 517,895 240,624 758,519
Change Management (EX-1, PE-6, EC-7, IS-5, IS-3; AS-4 (shared, 9/12 months); PE-3 (budget transfer, 1/4 salary)) 5.00 5.63 561,276 633,895 1,195,172
LEAN Capacity (AS-6, AS-5, FB-08, (9 months)) 0.00 3.00 222,907 264,999 487,906
Total 9.00 13.25 1,302,078 1,139,519 2,441,597
Agency Internally Funded Functions (Business Case)
Current FTE Required FTE Salary ($) O&M ($) Total ($)
Organizational Culture (EX-2, EC-7, EC-6, EC-6; AS-4 (shared, 9/12 months); PE-3 (budget transfer, 1/4 salary)) 4.00 4.63 600,460 262,080 862,540
Change Management (EX-1, PE-6, EC-7, IS-5, IS-3; AS-4 (shared, 9/12 months); PE-3 (budget transfer, 1/4 salary)) 5.00 5.63 668,420 660,015 1,328,435
LEAN Capacity (AS-6, AS-5, FB-08, (9 months)) 0.00 3.00 267,029 285,880 552,909
Total From Business Cases (Culture, Change, And LEAN) 9 13.25 1,535,909 1,207,975 2,743,884
Total From Forecast (Culture, Change, And LEAN) 9 13.25 1,302,078 1,139,519 2,441,597
Remaining difference between business cases and forecast 0 0 233,831 68,456 302,287

Bids against FIMC reserve: secured

Agency Culture and Change Program

Description
A comprehensive strategic change and culture program, including change leadership, management and culture transformation, is an essential enabler for CBSA Renewal. In particular, it will strengthen the sustainability and adoption of new technology and processes, mindsets and behaviours across the organization.
to Budget
$2,190,975 direct costs (as per funding template provided by FCMB)
Directorate
Strategy, Business Integration and Change Management
Date
Confirmed

Lean: Identifying and implementing efficiencies for front-line border processes (under the Efficiency Program)

Description
As per Budget 2019 investments, the Agency is required to conduct efficiency reviews that lead to generated savings, demonstrate cost avoidance and gain efficiencies in our business processes. Reviews will be segmented between front-line border processes and internal services (under the Agency’s Efficiency Program).
Identifying and securing “quick wins” will be important in order to not only build our capacity and culture in becoming an agile and efficient organization, but will be important to also demonstrate in a tangible way that Renewal is “real” and impacts all employees in a positive way.
The CTOB will conduct 2 efficiency review pilots (in parallel) for two front-line border processes in a controlled environment with the support of lean Professional Services. The reviews will serve to provide the Agency with an opportunity to improve front-line border management by eliminating duplicate and redundant processes, which will in turn enable the Agency to redeploy resources to higher risk areas. The results of the pilots will then be examined with “scaling up” in mind.
Requested Budget
CTOB direct costs: $552,909 (as per funding template provided by FCMB)
Directorate
Transformation
Date
Confirmed

Note: discrepancy exists in funding as part of FIMC Reserve requests (i.e. business cases for Culture and Change and Lean)

Variance Breakdown

Culture/Change Management Program:

  • Business Case: $2,190,975
  • IBP: $1,953,691
  • Variance Total: $237,284
  • Variance Salary: $189,708
  • Variance O&M: $48,230

Efficiency Program (Lean):

  • Business Case: $552,909
  • IBP: $487,906
  • Variance Total: $65,003
  • Variance Salary: $44,122
  • Variance O&M: $20,880

Option 1:

Reconcile budget allocation and reduce FIMC secured funding by $302,287

Option 2: (recommended)

Lean: Identifying and implementing efficiencies for front-line border processes (under the Efficiency Program)

Description
As per Budget 2019 investments, the Agency is required to conduct efficiency reviews that lead to generated savings, demonstrate cost avoidance and gain efficiencies in our business processes. Reviews will be segmented between front-line border processes and internal services (under the Agency’s Efficiency Program).
Identifying and securing “quick wins” will be important in order to not only build our capacity and culture in becoming an agile and efficient organization, but will be important to also demonstrate in a tangible way that Renewal is “real” and impacts all employees in a positive way.

Following the initial two reviews (funding confirmed at FIMC), further funding may be required to conduct further front-line border process reviews.
Requested Budget
TBD
Directorate
Transformation
Date
To return to FIMC or other appropriate body by

Resource profile

CTOB: All Activities
Current FTE's Planned FTE's
36% 64%
A-Base Activities
Current FTE's Planned FTE's
23% 77%
Branch Internally Funded Function: FMM
Current FTE's Planned FTE's
0% 100%
Agency Funded Functions: Culture/Change and Lean
Current FTE's Planned FTE's
32% 68%

Planned staffing activities

CTOB Planned staffing activities
G&L Planned spending Anticipated start dateFootnote 3 Notes
EX-3 $96,544 New DG Transformation
AS-5 $51,033 SA to DG
AS-2 $36,518 AA to DG
AS-4 $56,599 Strategic Culture/Change – Advisor
EC-6Footnote 2 $54,261 Change AdvisorFootnote 1
EC-6Footnote 2 $54,261 Change AdvisorFootnote 1
EC-7Footnote 2 $60,640 Senior Change ManagerFootnote 1
EC-7Footnote 2 $60,640 Senior Change ManagerFootnote 1
AS-6 $73,073 Efficiency program (Lean)
FB-8 $94,800 Manager Efficiency program (Lean)/Innovation
AS-5 $50,697 Strategy and Business Integration
PE-4 $69,498 Strategy and Business Integration
EX-2 $111,268 FMM
AS-7 $81,456 FMM
EC-6 $81,184 FMM
AS-5 $65,805 FMM
AS-3 $50,430 FMM
PE-3 $41,241 Culture and Change (Half-time)
EX-2 $116,040 Culture
AS-6 $73,073 Innovation

Summary

CTOB priorities identified with articulated activities

Clarity to CTOB employees and ability to better communicate role of CTOB to other areas in the Agency.

Balanced budget

Identified procurement and Human Resources requirements

Next steps

Work with partners throughout the Agency to fulfill CTOB mandate and implement outlined activities.

Monitor and strategically manage Branch finances and human resources in an “agile” way:

Annex: Draft risks, drivers and controls

The CTOB is currently developing a Branch Risk Profile and has identified the following draft risks and accompanying controls (to be validated and finalized). Risks have been divided into 2 categories: business risks and enabling risks.

Business risks

Risk 1: Change fatigue and resistance

CTOB’s efforts may be met with increased resistance from various areas of the Agency.

Risk drivers
  • Long series of change, modernization, and transformation initiatives in recent years leading to change fatigue
  • Past change initiatives have had mixed results, raising suspicion among some employees towards the benefits of current transformation efforts
  • Limited communication of specific renewal-related details with Agency employees resulting in a lack of understanding of the need for change and concern about employees being impacted
  • Limited short-term progress on renewal initiatives negatively impacting the credibility of renewal
Controls
  • Implementation of a Culture and Change Management Framework
  • Change story delivered by executives across CBSA
  • Various employee engagement opportunities
  • Operational bulletins and daily briefings
  • New CTOB change management office to deliver services to projects

Risk 2: Culture change

All aspects of the Agency’s culture may not sufficiently change to support transformation.

Risk drivers
  • Successful transformation requires that Agency employees adopt new behaviours and mindsets. This can be challenging when the benefits of transformation are not clearly communicated and well understood
  • Culture change must be supported by the top level of the organization. Although senior management is currently supportive of transformation, this could change based on:
    • increased pressures
    • limited understanding of how mindsets and behaviours have to shift (inwardly and outwardly) in order to achieve benefits; and/or
    • changes in EC membership
Controls
  • Implementation of Culture and Change Management Framework
  • Agency Diagnostic with action plan
  • Network of culture change ambassadors
  • Dedicated Culture team established within CTOB to ensure continuous attention and effort to Culture Change
  • Various employee engagement opportunities
  • Executive Committee One Team strategy

Risk 3: Functional management model transition

The complete transition to a functional management model may be delayed and the intended benefits may not be fully realized.

Risk drivers
  • The adoption of a functional management model entails a new way of making decisions and allocating resources, presenting challenges for a workforce that is used to operating in a different manner
  • Transitioning to a functional management model is complicated undertaking
  • Roles and responsibilities following Agency re-organization still being determined
  • Limited trust among internal stakeholders that FMM is better than the current management model
  • Initial benefits of FMM are not yet being noticed (e.g. should be eliminating duplication of work)
  • Insufficient change management support and effort
  • Insufficient project management capacity
Controls
  • Creation of the Regional Operations Committee
  • DG working group on functional alignment which includes the regions
  • Stress-tested Functional Management approach, Waves 2 and 3
  • Communications on progress
  • New CTOB change management transformation capacity
  • Dedicated attention and focus (temporary) - CTOB to assume OPI functions and lead the full implementation of FMM
Enabling risks

Risk 1: Procurement

Delays in procurement of Professional Services.

Risk drivers
  • Change Management Training: Existing Standing Offer is sun setting in
  • Change Management contractors: CTOB pro-actively engaged with procurement in the summer of and submitted RFP paperwork by (RFP yet to be launched and delays are expected to continue)
Controls
  • Discussions underway with PSPC and contractor to extend this vehicle until a new one is set-up
  • Currently leveraging existing contracting vehicles (ISTB, CARM) while we seek to put our own vehicle in place by mid-year as an intermediary solution to a larger omnibus tool to be put in place by end of this FY
  • Working with FCMB to ensure procurement is prioritized to meet timelines. In the interim, agreement to use existing vehicles (i.e. Nationalization) while CTOB establishes a dedicated Lean procurement vehicle

Risk 2: Roles and responsibilities

The lack of clarity surrounding CTOB’s roles and responsibilities may continue to persist.

Risk drivers
  • Limited acceptance of the work being done by the CTOB from various areas of the Agency, causing issues of overlap/shadowing within program and operational areas
  • While the general objectives of the CTOB are understood, the exact details of the specific work that should be completed by the branch (and not completed by other areas) have not been determined
  • Roles and responsibilities following Agency re-organization are still being decided
Controls
  • Develop more complete information on the CTOB and disseminate throughout Agency
  • Detail CTOB roles and responsibilities in writing and to meet with overlapping areas to clarify (to avoid duplication of effort)

Risk 3: Funding stability

Long-term funding uncertainty may limit the timing and scope of CTOB’s activities.

Risk drivers
  • Multi-year nature of several transformation activities while utilizing project (yearly) funding
  • The timing of some renewal activities is dependent on:
    • the pace at which legislative and regulatory amendments occur
    • the pace at which changes are made to policies and/or international agreements
Controls
  • Ongoing FIMC Budget Discussions
  • Risk management of staffing indeterminately

Risk 4: Organizational transformation capacity

The Agency’s delivery engine may not be sufficiently powerful to support the CTOB’s orchestration of large-scale organizational transformation.

Risk drivers
  • Organizational transformation requires the adoption of new ways of thinking about and carrying out Agency activities
  • Challenges with respect to the adaptability of existing systems and processes for new activities
  • Challenges for the Agency to prioritize human and financial resource allocation to those areas that will best advance transformation
  • Limited organizational transformation expertise exists within the Agency
  • Limited expertise in areas of the Agency that have critical roles in the success of certain transformation initiatives (e.g. data analytics)
Controls
  • Increased leadership training efforts
  • Improved Integrated Business Plans to identify and properly resource priorities

Annex: Procurement plan

CTOB Procurement plan
Organization/Activity Estimated Costs Cost Center Procurement Target Date Description/Deliverable
VPO $250,000 160000000 - Vice President - Transformation N/A not available N/A not available
Strategic Advisor (226) $250,000 160000000 - Vice President - Transformation TBD Strategic Advisor (226)
Organizational Culture $25,000 162000000 - D.G. - Strategy and Change Management N/A not available N/A not available
Culture - Contract for psychometric testing $25,000 162000000 - D.G. - Strategy and Change Management Sole Source. First year funds for Insights team effectiveness tool (or similar) for Executive Committee members only (as decided by EC), then second year funds to cascade the tool to executives and/or intact teams
Change Management $578,328 162000000 - D.G. - Strategy and Change Management N/A not available N/A not available
Change Management Certification Training $80,790 162000000 - D.G. - Strategy and Change Management Call-up from SO. 36 change practitioners (CTOB and priority initiatives)
Change Management Train-the-Trainer $19,000 162000000 - D.G. - Strategy and Change Management Call-up from SO. 5 change experts (2 from CTOB and 3 from enabling services and priority projects)
Change Management Executive Training $80,575 162000000 - D.G. - Strategy and Change Management Call-up from SO. Follow-up session with EC members and sessions (5) with Executive OPIs of priority initiatives
Change Management Contractor Level 2 and Level 3 $96,950
[redacted]		 162000000 - D.G. - Strategy and Change Management TA Required. Provide support with setting-up of change methodology, tools and processes in support of priority initiatives + provision of advisory services. Currently using existing ISTB contracting vehicle.
Change Management Contractor Level 3 $176,013
[redacted]		 162000000 - D.G. - Strategy and Change Management TA Required. Provide support with setting-up of change methodology, tools and processes in support of priority initiatives + provision of advisory services. Currently using existing CARM contracting vehicle.
Change Management Contractor Level 3 Amount to follow 162000000 - D.G. - Strategy and Change Management Establish CTOB vehicle by mid-year as an intermediary solution to an omnibus tool to be put in place in 18 to 24 month.
Change Management Contractor Level 2 $125,000 162000000 - D.G. - Strategy and Change Management Support Contractor Level 3 + change communications
Lean Capacity $240,000 161000000 - D.G. - Transformation N/A not available N/A not available
Lean Professional Services Contract (6 Months) $240,000
redacted		 161000000 - D.G. - Transformation TA Required. CTOB will leverage existing Agency contracts (TA against Nationalization) for professional series to conduct 2 targeted frontline reviews
Lean Professional Services Contract Amount to follow 161000000 - D.G. - Transformation Date to follow Establishing a longer term professional services contract pending additional funding for further reviews. (Note: FCMB as OPI for Efficiency Program will lead on establishing this procurement vehicle)
Total $1,093,328

Annex: Efficiency planning 1% to 2% savings

1% to 2% of CTOB’s A-Base amounts to $29,000 to $58,000 (1%= $20,000 salary + $9,000 O& 2%= $40,000 salary + $18,000 O&M)

Strategy to recover 1% to 2%:

Impact on deliverables:

Timelines for anticipated deliverables outlined in the CTOB IBP would be impacted (i.e. deliverables pushed back to a later date)

Date modified: