Appendix C1 - Benchmark Index by Function - Leading Projects

Executive Group Benchmark Number: 5-G-1

POSITION TITLE: Director, Service Integration

GENERAL ACCOUNTABILITY

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

ORGANIZATION STRUCTURE

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

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

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

NATURE AND SCOPE

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

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

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

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

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

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

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

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

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

DIMENSIONS (Constant Dollars)

FTEs:	12
Project budget:	$337,000

SPECIFIC ACCOUNTABILITIES

1. Directs the design of and conducts special studies, reviews and projects to identify opportunities and initiatives to optimize the working relationships between the Department and DND. Develops the terms of reference and manages joint projects with DND that advance the continuum-of-service concept.

2. Provides advice on developing strategies and initiatives to advance the Department's leadership position with respect to addressing critical quality of life issues for current and former members of the Canadian Forces.

3. Provides leadership in the development and implementation of outreach, communication and information programs and pilot projects to advance the integrated service delivery model.

4. Ensures the development and delivery of appropriate training strategies and programs to support the introduction of new business approaches and processes.

5. Provides the functional direction and managerial oversight for the participation of departmental personnel in the DND/VAC Centre.

6. Establishes and maintains a strategic network of partners and stakeholders within the Department, the portfolio, other government departments and agencies and non-governmental organizations.

EVALUATION RATIONALE

Director, Service Integration

KNOW-HOW

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

PROBLEM SOLVING / THINKING

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

ACCOUNTABILITY / DECISION MAKING

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

SUMMARY

FIII3

528

F4(50)

264

F2P

264

=

1056

0

DIRECTOR
SERVICE INTEGRATION
NUMBER: 5 - G - 1