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NMC Charter and Bylaws

1. National Managers' Community

The National Managers' Community (NMC), founded in 2000, is a grassroots, horizontal, national network of federal public service managers spanning all departments and agencies from sea to sea to sea.

2. Vision

A national community of managers, driven by passion, connected by shared values and the common purpose of transforming the culture of the public service for the benefit of all Canadians.

3. Mission Statement

The NMC represents, supports and promotes the needs, interests, and aspirations of all federal public service managers in their role of achieving public service objectives.

4. Key Leadership Competencies

The National Managers' Community embraces the key leadership competencies as outlined in the Key Leadership Competencies Profile published by the Canada Public Service Agency:

Values and Ethics - Serving through Integrity and Respect
Strategic Thinking - Innovating through Analysis and Ideas
Engagement - Mobilizing People, Organizations, Partners
Management Excellence - Delivering through Action Management, People Management, Financial Management

See Annex C for lists of effective and ineffective behaviours.

5. Definition of a Manager

The Treasury Board Secretariat defines a public service manager as an employee who forms part of a management team and is accountable for exercising delegated authority over human and financial resources to accomplish the objectives of the organization in the Public Service of Canada.

The NMC includes managers who meet this definition as well as those without accountability for exercising delegated authority. The NMC also welcomes public servants who aspire to be managers.

6. Governance

The Governing Council is the NMC's decision-making body. The NMC takes advice from its Champion, the ADM Advisory Board and its key partners. The NMC has a Secretariat located in Ottawa, hosted by the Canada Public Service Agency, with staff located in the regions. The NMC's regional resources and the Secretariat work together to implement the strategic priorities of the NMC and to support the Regional Managers' Networks.

National Managers' Community By-Laws

Article 1.0 National Managers' Community

The National Managers' Community (NMC), founded in 2000, is a grassroots, horizontal, national network of federal public service managers spanning all departments and agencies from sea to sea to sea.

Article 2.0 Regional Managers' Networks

The NMC is made up of Regional Managers' Networks, which:

support both national and regional activities of the NMC, which can involve all departments, agencies and occupational groups;
strike a Regional Committee that includes departmental representatives as well as key partners such as the Federal Council and the Canada School of Public Service (CSPS) and adopts governance procedures to ensure the effective delivery of the annual work plan;
are supported by a Regional Coordinator.

Article 3.0 NMC Regions

The NMC regions are as follows:

Newfoundland and Labrador
Nova Scotia
Prince Edward Island
New Brunswick
Quebec
Ontario
National Capital Region
Manitoba
Saskatchewan
Alberta
Pacific (British Columbia/Yukon)
Northwest Territories
Nunavut

Article 4.0 Governing Council

4.1 Purpose

4.2 Members

The Governing Council comprises:

Voting Members

The Chair (in event of a tie)
A representative from each region

Non-Voting Members

The Executive Director
A CPSA representative

All Governing Council Members are volunteers, with the exception of the Executive Director.

4.3 Election of Voting Members

Regional Representatives are elected in their region in accordance with their regional process. A documented record of selection is made and notification given to the Secretariat. Regional Representatives serve for up to a two-year term with the possibility of an additional one-year extension to facilitate knowledge transfer.

The Chair is elected by a simple majority by voting Governing Council Members for a one-year term that may be renewed for a maximum of two additional years. The region from which the Chair is elected then elects a new Regional Representative to serve on the Governing Council. To be elected Chair, an individual must have served on the Governing Council as a member in good standing for a minimum of one year. If this criterion cannot be met, the Governing Council may consider electing a former Governing Council Member.

The Vice Chair is elected by the Governing Council to perform the duties of the Chair when the Chair is unable to perform his or her duties. In the event that the Chair leaves office prematurely, the Vice Chair takes over until a new Chair can be elected. Any Governing Council Member may be elected as Vice Chair.

Timing of Elections - The Chair and Vice Chair are elected in February/March with accountability beginning in September. Regional Representatives are selected in advance of the February meeting.

4.4 Alternates

If an elected Regional Representative is unavailable for Governing Council meetings, an alternate may replace the Regional Representative and vote on behalf of the region. The alternate must be identified by the region to the Secretariat and briefed by the Regional Representative prior to the meeting. The alternate is also expected to brief the Regional Representative and the Regional Committee after the meeting. Regional Coordinators are not eligible to serve as alternates.

Regional Representatives/alternates are expected to attend all Governing Council meetings (including conference calls).

4.5 Frequency of Meetings

Governing Council meetings consist of a minimum of two annual face-to-face meetings as well as conference calls, usually monthly, at the call of the Chair. One face-to-face meeting is held in February/March while the other is held in the fall.

4.6 Agenda

A call for proposed agenda items is sent by the Secretariat to Governing Council Members at least two weeks in advance of a meeting. The agenda is then prepared by the Executive Director in consultation with the Chair and sent out in advance of the meeting. Any items requiring decision by the Governing Council must be clearly identified on the agenda. Decision items arising at a meeting that are not on the agenda require the unanimous agreement of those present for a vote to be taken at that meeting. Otherwise, the items are tabled and deferred to the next meeting.

4.7 Quorum

In order to constitute an official meeting, a Quorum is required. Quorum is 50% +1 of the Voting Members (total of 8).

4.8 Voting

Decisions are taken by a simple majority. Each region has one vote. Voting by proxy is not permitted.

4.9Minutes

Minutes are prepared and sent for translation by the Secretariat and sent to all Governing Council Members within two weeks of a meeting. The minutes are approved at the following Governing Council meeting and then posted on the Web site.

4.10 Duties

The Governing Council:

in consultation with the ADM Advisory Board, approves the long-term strategic plan and the annual business plan, which includes the financial allotments for each region;
periodically reviews expenditures and approves or modifies the budget as required;
approves the annual report on NMC business plan activities;
reviews and amends the Charter and By-laws as required, but at least annually;
participates in the selection of an Executive Director, prescribes the duties of and provides direction to the Executive Director, and participates annually in setting performance objectives for the Executive Director.

4.11 Code of Conduct

Be respectful of others.
Be prepared for meetings; read all material.
Consult with the community.
Attend or send a replacement to all meetings.
Respect and abide by Governing Council decisions.
Respect members' right to communicate in their language of choice.

4.12 Conflict Resolution

If a conflict arises or a Governing Council Member fails to follow the Code of Conduct, the Chair makes every effort to resolve the situation, including discussing it with the member's Regional Committee. A member may be replaced; however, prior to replacement, a motion must be put forward and approved by the Governing Council. The resulting decision is sent to the member and the member's Regional Committee.

4.13 Committees

The Governing Council, at its discretion, may create committees for the purpose of undertaking specific tasks or operations.

The Governing Council provides direction to such committees concerning its expectations. Committees draft their terms of reference for approval by the Governing Council. The Governing Council periodically reviews each committee's progress in accordance with its terms of reference.

Article 5.0 ADM Advisory Board

The ADM Advisory Board provides advice and guidance to the Champion on proposed plans and strategies of the NMC and how they might best be pursued to ensure success.

It is expected that most members will be champions for managers within their own departments.
A key role of the members is to ensure that Governing Council plans and programs are aligned with departmental activities supporting managers.
Members act as advocates within their departments for NMC programs and activities.

Article 6.0 Secretariat

6.1 Core Structure

Executive Director
Regional Coordinators
Finance/Administrative/Project Officers or Clerks
Project Manager for the annual Managers' Professional Development Forum
Secretariat staff are federal government employees on assignment to the NMC from other departments and agencies. Normal tenure of these assignments will not exceed three years.

6.2 Purpose

support the Governing Council, the Regional Managers' Networks/Committees, the annual Managers' Professional Development Forum, and other committees of the Governing Council
organize meetings, prepare agendas and minutes;
coordinate the strategic planning process and the preparation of the strategic plan;
prepare budgets, coordinate and implement annual national and regional work plans, prepare annual reports;
manage projects and national files;
provide communication services and conduct outreach.

6.3 Reporting Relationships

Executive Director

takes direction functionally from the Governing Council
has a line-reporting relationship with a designated executive in CPSA

Regional Coordinators

take direction functionally from the Executive Director on national activities and from the Regional Committees on regional activities
have a line-reporting relationship with the designated officer in their regional host department

Finance/Administrative/Project Officers or Clerks

take direction from and line report to the Executive Director

Project Manager for annual Managers' Professional Development Forum

takes direction functionally from the Forum Project Steering Committee
has a line-reporting relationship with the host department

Performance Appraisals

The Chair provides input to the line manager with respect to performance appraisal relating to the Executive Director. In the event of performance issues with the Executive Director that might lead to an intervention, the Chair consults with the Governing Council as to the appropriate action to be taken and follows up with the line manager.

The Governing Council Member and the Executive Director provide input for appraisals for Regional Coordinators, which are completed by the line manager in the host department. In the event of performance issues that might lead to an intervention, the three parties consult as to the appropriate action to be taken.

Article 7.0 Roles & Responsibilities

Champion

The role of the Champion, who is a Deputy or Associate Deputy Minister appointed by the Clerk of the Privy Council, is to:

advocate on behalf of issues of importance to the Managers' Community with senior officials, such as the Clerk of the Privy Council, the Secretary to the Treasury Board, the President of the CPSA, the President of the PSC, colleague DMs, and Federal Council members;
raise awareness of managers' capabilities and effectiveness, which can contribute directly to the resolution of broader public service issues affecting public service management and leadership;
sustain strong linkages to the central agencies (PSC, TBS, CPSA and CSPS);
provide advice to the Governing Council on how it can be more effective in supporting the community by helping to shape its strategies and business plan;
chair the ADM Advisory Board;
develop and support the implementation of a funding mechanism for yearly continuous funding;
visibly engage in key regional forums that involve managers as well as senior federal representatives.

Chair of the Governing Council

The role of the Chair is to ensure the integrity of the Charter and By Laws and to:

chair all Governing Council meetings and the annual Strategic Planning Advisory meeting;
approve the agenda for meetings of the Governing Council;
plan the conduct and timing of Governing Council meetings in conjunction with the Executive Director;
ensure that the Governing Council is well-informed and that it has the information and opportunity necessary to come to decisions on matters within its mandate;
act as the Governing Council's key liaison with the Champion;
act as public and media spokesperson for the NMC as required;
act as primary liaison with the Executive Director on matters related to Secretariat operations.

Vice Chair of the Governing Council

The Vice Chair is elected by the Governing Council to perform the duties of the Chair when the Chair is unable to perform his or her duties. In the event that the Chair leaves office prematurely, the Vice Chair takes over until a new Chair can be elected. Any Governing Council Member may be elected as Vice Chair.

Governing Council Members

represent the views of their respective regions based on consultations with their Regional Managers' Network/Committee;
implement Governing Council decisions in their region;
share NMC business information with their Regional Committee, including the Regional Coordinator;
attend Governing Council meetings and the annual Managers' Professional Development Forum;
assist with the annual forum;
in conjunction with the Regional Coordinator, are responsible for forming and maintaining a Regional Committee;
maintain a close working relationship with the Regional Coordinator;
take a lead on hiring/replacing the Regional Coordinator, as needed;
communicate NMC programs and activities at the regional level in conjunction with the Regional Coordinator;
participate in/lead working committees;
accept roles and responsibilities associated with the preceding duties.

Executive Director

The main duties of the Executive Director are to:

provide support and advice to the Chair and the Champion;
manage the Secretariat, including budgets and human resources;
develop and implement programs, policies, plans and prepare reports as outlined in Article 9.0 and as directed by the Governing Council;
liaise between central agencies/functional communities and Regional Coordinators to promote and coordinate consultations, focus groups and corporate initiatives;
promote, develop and maintain relationships with key partners and stakeholders.

A detailed work description for the Executive Director can be found in Annex A.

Regional Coordinator

Regional Coordinators have four main tasks:

coordinate and support development of the annual work plan, which includes regional and national activities;
deliver the annual work plan to the region;
report on the annual work plan;
support the annual Managers' Professional Development Forum.

A detailed work description for Regional Coordinators can be found in Annex B.

Article 8.0 Key Partners

Key partners include, but are not limited to the following: Federal Councils Canada Public Service Agency Canada School of Public Service Treasury Board Secretariat Public Service Commission Individual departments and agencies Other networks and communities Other levels of government

Article 9.0 Business Planning and Reporting

9.1 Strategic Plan

The Governing Council is responsible for maintaining an up-to-date three-year strategic plan. Each fall the Governing Council holds a strategic planning meeting with key partners and the ADM Advisory Board. The purpose of this meeting is to review the annual report from the prior year and the current three-year strategic plan in order to ensure that NMC programs and priorities continue to be relevant to managers and enable the NMC to support government priorities. Outcomes from the meeting are used to update the strategic plan. The Secretariat is responsible for preparing a report of the meeting. Immediately after the fall meeting, the Governing Council forms a Strategic Planning Committee to update the three-year strategic plan. The Strategic Planning Committee prepares a draft of the updated strategic plan within one month of the strategic planning meeting and forwards it to the Governing Council Members for review. The Governing Council approves the final updated strategic plan.

9.2Annual Work Plan

After the strategic plan has been updated, the Executive Director issues a call for annual work plan submissions through the Governing Council Members and Regional Coordinators. Submissions are based on a template that outlines the priorities identified at the strategic planning meeting. Notional funding allocations are provided by the Executive Director. Regional Coordinators work with the Regional Committee/Managers' Network to prepare a submission that identifies deliverables for each priority. Regional Coordinators provide the regional submissions to the Executive Director by the end of December. The Executive Director rolls the submissions into a proposed national work plan. The national work plan is submitted to the Governing Council for initial review and comments by the end of February. The Governing Council meets in March for final review and approval of the national work plan. The Governing Council also meets in March with the ADM Advisory Board to outline and discuss the key priorities of the annual work plan to ensure consistency with departmental activities. Once the annual work plan is approved, MOUs are prepared and the approved annual work plan is disseminated to Governing Council Members and Regional Coordinators via the Executive Director.

9.3Monitoring and Reporting

The Executive Director is responsible for monitoring the annual work plan and budget, and providing an update for the Governing Council. The Executive Director is responsible for complying with CPSA reporting requirements. Quarterly reviews of the budget and funding allocations are conducted as required.

9.4Annual Report

The annual report compares the actual programs and expenditures that have occurred during the fiscal year against those proposed in the annual work plan. The Executive Director issues a call in May to Regional Coordinators and Governing Council Members for them to prepare their annual report based on the template. The regional annual reports are completed and submitted to the Executive Director by the end of June. The Executive Director consults with the CPSA representative to ensure that CPSA reporting requirements are met. The Executive Director completes a gap analysis between the planned and delivered activities. The Executive Director rolls the regional reports into a national annual report, which is circulated to key partners and posted on the NMC Web site one month prior to the strategic planning meeting in the fall.

Article 10.0 External Review

Every five years, a third party is retained to conduct a high-level review of the NMC's governance, business plan and strategic planning processes. The review involves consultations with the wider management community and key partners.

Article 11.0 Recognition

NMC Leadership Award (Regional)

The NMC Leadership Award recognizes managers at the regional level for their contributions to corporate horizontal initiatives, organizational culture, people management and public service renewal.

Mike Nurse Leadership Award (National)

The Mike Nurse Leadership Award recognizes a manager or an executive for exemplary service at the national level in supporting the managers' community.

Other awards may be created at the discretion of the Governing Council.

Article 12.0 Managers' Professional Development Forum

The Managers' Professional Development Forum is held annually at a different geographic location as determined by the Governing Council. A Project Manager is hired to manage the forum through a process approved by the Governing Council. The Project Manager updates the forum manual outlining roles and responsibilities and a decision-making matrix for all aspects of the forum and has it approved by the Governing Council. A Forum Steering Committee is established by the Governing Council to provide direction and advice to the Project Manager. The Project Manager provides regular updates and briefings to the Governing Council. An Annual General Meeting is held as part of the forum to update the management community on NMC programs and activities.

Article 13.0 Host Departments

13.1 Regional Host Departments

The role of host departments is to provide accommodation, human resource, financial, IT and administrative support, unless otherwise negotiated. The level of support is specified in an MOU between the host department and the CPSA.

13.2 National Host Department

The national host department, the CPSA, provides accommodation, human resource, financial, IT and administrative support to the Secretariat. It reflects NMC programming in its own RPP and DPR, and liaises with the TBS to provide funding for the NMC.

Article 14.0 Financial Accountabilities

As the national host department, the CPSA is accountable for the finances of the NMC. The CPSA ensures that the Executive Director is delegated appropriate staffing and financial authorities to effectively manage the programs and activities of the NMC.

Article 15.0 Amendments

These by-laws may be amended at any time through a motion made and approved by the Governing Council.

Annex A

Executive Director - Work Description

Client Service Results

Provision of management administrative services for the Governing Council of the National Managers' Community (NMC).
Liaison with other departments and agencies, other levels of government, central agencies, universities, non-government organizations, and the private sector on behalf of the Governing Council.
Leadership in the development of national programs, and projects and initiatives relating to service delivery of outputs and activities as outlined in the NMC's business plan.

Key Activities

Directs the development of the national corporate strategic and business planning processes to support infrastructure and national initiatives; conceptualizes and provides leadership to the NMC Secretariat, in support of the NMC's strategic priorities and action plan, including managing the human and financial resources (annual budget of approx. $2.25M); plans, develops and implements a management accountability framework in consultation with the Governing Council; chairs and/or coordinates national and regional committees and working groups.
Provides strategic advice, recommendations and support to the Champion for the NMC, the ADM Advisory Board, and the Governing Council; discusses projects and proposals directly with the Champion and the ADM Advisory Board; provides advice, briefings, reports and recommendations to the Champion and the ADM Advisory Board in regard to sensitive issues; coordinates meetings and conference calls and disseminates pertinent information.
Consults with stakeholders on policy and government-wide issues and initiatives, and remains abreast of and anticipates evolving trends, initiatives and requirements; negotiates agreements with stakeholders/government departments for the delivery of joint programs/services; makes presentations to central agencies and departmental manager networks on strategic issues on behalf of the Governing Council.
Develops and maintains a strong internal and external consultative network of contacts with colleagues in other federal departments and central agencies such as the Treasury Board, the Privy Council Office and the Public Service Commission, to cultivate strategic business relationships between central agencies, business partners, senior client officials (CSPS, CPSA and APEX), Regional Federal Councils and other key stakeholders, and coordinates consultations for managers' input on federal public service administrative policies.
Pursues the development of partnerships with federal departments and agencies, provincial government departments, universities and non-government organizations to collaborate on the implementation and delivery of NMC programs and initiatives (e.g., NMC learning and development events, creation of Communities of Practices).
Manages a unit of approximately 4 staff (classification of subordinate positions ranges from AS-03 to AS-05) and is responsible for establishing unit goals and work plans, assigning and monitoring work, assessing and reporting on employee performance, counselling staff on work issues, developing training plans, and recruiting staff.
Provides functional direction and guidance to 14 Regional Coordinators (AS-05 group and level) located in each province, territory and region of Canada; is responsible for establishing national goals, objectives, assignments and activities for Regional Coordinators as determined during the annual NMC strategic planning process:
- leads the work of teams in the context of large projects and programs (such as the annual national Managers' Professional Development Forum); assesses and reports on Regional Coordinators' work performance (in consultation with the Regional Representatives and the designated officers in the regional host departments);
- organizes and manages interdisciplinary project teams, research initiatives and joint undertakings with department branches, central agencies and other government departments;
- provides direction on the design, development, delivery, monitoring and evaluation of NMC projects (project management control, project plans, project charters, risk management frameworks, logical framework analyses, procurement and change management processes).

Organizational Context: The Executive Director has up to 20 staff, 13 of whom are regionally based. Functional direction and guidance is provided by the Deputy Minister selected by the Clerk of the Privy Council to serve as Champion for the NMC.

Goals and objectives are developed and approved through the Governing Council, which is made up of elected manager representatives from each region. The Governing Council is headed by an elected Chair.

Annex B

Regional Coordinator - Work Description

Roles and Responsibilities

The role of the Regional Coordinator is directly linked to the mandate, strategies and business case that are developed and corporately supported by the Governing Council of the National Managers' Community (NMC). The role is also linked to the goals and objectives established by the Regional Managers' Network/Committee and is influenced by relationships established with the Federal Council, and federal government departments and agencies, including central agencies.

The Regional Coordinator is uniquely positioned to work closely with these stakeholders and operates within the policies, procedures and guidelines of the regional host department, which, in most cases, is the organization that sponsors the Federal Council, i.e. Western Economic Diversification, the Atlantic Canada Opportunities Agency, or Public Works and Government Services Canada. The Regional Coordinator also works within certain protocols and procedures of the Canada Public Service Agency since it hosts the national NMC Secretariat.

The Governing Council of the NMC, through the Executive Director of the NMC Secretariat, provides the Regional Coordinator with national direction and guidance. Regional direction and guidance is provided by the Regional Committee of the Regional Managers' Network. The Regional Coordinator works in a virtual environment, communicating primarily through e-mail and conference calls.

With so many decision-makers involved, a multiple reporting relationship framework is required to ensure that national and regional programs are aligned, and that accountabilities to different stakeholders with similar but different needs are clearly understood. As well, financial and administrative accountabilities required by the regional and national host organizations must be respected.

The following describes the multiple reporting relationships and the roles and responsibilities associated with each one:

1. Functional reporting to the Executive Director of the NMC Secretariat

Helps develop the national business plan and produces a regional annual report
Works as one of 13 coordinators to develop programming for the annual Managers' Professional Development Forum and to assist with its organization and delivery
Participates in other national projects as determined by the Governing Council
Receives performance review and feedback from the Executive Director, with input from the designated officer in the regional host department (in some regions, this is not necessarily the Governing Council Member)

2. Line reporting to the designated officer in the regional host department

Obtains approval for leave
Obtains approval for financial transactions (N.B.: the exception is the National Capital Region, where the Department of National Defence acts as banker for the Managers' Network)
Receives in-kind support for accommodations, office supplies and equipment, and IT services (applies to most, but not all, regions)

3. Functional reporting to the Regional Managers' Network/Committee

Identifies the needs of the regional management community
Develops and executes the regional work plan, taking into consideration community needs, coordinating local and regional events, etc.
Provides secretariat services to the Regional Committee

Within this reporting relationship framework, the following describes the roles and responsibilities of the Regional Coordinator in the planning, delivery and reporting of the program goals and objectives that are aligned with the three pillars outlined in the NMC's business plan (community building and engagement; learning and development; and contributing to policy effectiveness):

Events

Acts as project manager to develop programs and to plan and deliver local and regional events in partnership with the Regional Committee in the areas of learning, networking and community building. Tasks include coordinating an NMC presence when requested, and promoting, marketing and coordinating the NMC booth.

Coordinates meetings and sessions, and acts as a facilitator to gather input from regional manager stakeholders on federal public service administrative policies and other relevant topics, programs or future initiatives that have an impact on managers.

Coordinates activities and programs approved by the Governing Council (coaching sessions, community of practices, leadership sessions, etc.).

Participates in the project team for the Managers' Professional Development Forum, developing programming for the forum and taking the lead on key files and activities to assist in the logistics of forum planning and delivery.

Networks with other Regional Coordinators and Departmental Managers' Coordinators for the purpose of obtaining feedback on activities/events planned for managers.

Communication, Promotion, Marketing

Develops and/or delivers presentations to regional managers' communities and other potential stakeholders to raise awareness of the NMC's Governing Council and its resources; consults with the local community to identify current and imminent concerns.

Promotes the NMC by attending various trade shows, conferences, and presentations, conveying the message that the Governing Council is a resource for all managers.

Supports Web site development locally and nationally by maintaining regional information, providing information for key elements, developing content and gathering intelligence.

Develops strategic communication plans and implements tools and activities, including newsletters, Web sites and brochures, to provide managers with information on issues and initiatives affecting them.

Promotes the annual national Managers' Professional Development Forum.

Promotes the Mike Nurse Leadership Award and the Leadership Award in their region; coordinates the regional selection of the Regional Leadership Award recipient.

Partnerships

Establishes and maintains partnerships with other committees of the Federal Council, including HR committees, official languages committees and youth / future leaders networks, as well as with such organizations as the Association of Professional Executives (APEX), to avoid duplication and create opportunity to pursue a partnership/horizontal approach to many of the issues affecting the managers, such as Government of Canada initiatives, succession planning, learning, competency profiles, mentorship and coaching programs.

Develops working relationships with central agency representatives in consultative roles and acts as a liaison between these representatives and regional managers; coordinates consultative activities of interest and concern to regional managers.

Contributes to the efforts of regional, national, departmental and interdepartmental organizations, other levels of government (provincial, municipal), and professional organizations such as the Institute of Public Administration of Canada and the Financial Management Institute of Canada, in areas affecting managers.

Research, Planning and Reporting

Seeks input from stakeholders and local manager groups by facilitating, coordinating and synthesizing results for draft plans and strategies on behalf of the Governing Council.

Researches, studies and analyses information in support of other projects and activities of the Governing Council, the Federal Council, or other government departments and agencies, to make appropriate recommendations to the Governing Council.

Develops the annual regional work plan, aligning activities with regional managers' community needs and the three pillars of the NMC business plan.

Produces and submits the annual regional report on work plan outcomes, and describes and measures the success of regional activities.

Prepares and submits funding proposals to the Governing Council and other funding sponsors (e.g., the Federal Council, regional departments and agencies, other levels of government) in search of financial resources to support regional programs and initiatives.

Participates in the development of the NMC's annual business plan, ensuring that regional interests and recommendations are represented.

Plans and maintains budgets (in partnership with the Governing Council, the Secretariat, and the Regional Managers' Network) for planned events and committees.

Submits a post-forum report to the Forum Project Manager, describing any additional roles or responsibilities of the Project Leads, identifying what went well as well as lessons learned, and providing recommendations for improving on logistical planning and organization of the forum.

Annex C

Key Leadership Competencies

MANAGER – Effective Behaviours

VALUES AND ETHICS – Serving through Integrity and Respect

Demonstrates Values and Ethics, including the Code, in personal behaviour
Integrates Values and Ethics, including the Code, into unit practices
Reflects a commitment to citizens and clients in own and unit activities
Fosters a climate of transparency, trust, and respect within the unit and in partnerships
Incorporates equitable practices into HR planning
Supports opportunities for and encourages bilingualism and diversity in the unit, based on OL and EE policies
Builds and promotes a safe and healthy, respectful unit, free of harassment and discrimination
Acts with transparency and fairness in all transactions, including staffing, contracting, and day-to-day activities

STRATEGIC THINKING – Innovating through Analysis and Ideas

Analysis

Develops unit direction, based on a thorough understanding of the functional area
Tracks changing division priorities and analyzes impact on unit work plans
Seeks clarification and direction from the Director, as required
Coordinates information from multiple projects to form a comprehensive perspective
Identifies interdependencies across unit projects
Analyzes setbacks and seeks honest feedback to learn from mistakes

Ideas

Translates the division's direction into concrete unit work activities
Designs solutions to operational problems
Encourages and incorporates diverse and creative initiatives and perspectives
Redesigns the unit's work activities to meet changing needs
Makes effective recommendations to the Director
Considers the people components of issues and decisions
Teaches and learns from others

ENGAGEMENT – Mobilizing People, Organizations, Partners

Shares information vertically and horizontally
Promotes collaboration among supervisors on related projects
Encourages open, constructive discussion of diverse perspectives
Recognizes opportunities to enhance outcomes through partnerships
Manages group dynamics in a diverse workforce within the unit and across projects
Gives credit for the contributions of partners
Accurately represents the concerns, ideas, and views of staff to upper management
Mediates and facilitates relationships between supervisors
Follows through on commitments
Solicits input from and listens to staff, partners, and stakeholders
Communicates with clarity and commitment
Establishes regular and comprehensive exchanges of ideas

MANAGEMENT EXCELLENCE – Delivering through Action Management, People Management, Financial Management

Action Management - Design and Execution

Establishes unit targets for quality and productivity
Identifies financial and human resources requirements
Assigns and reallocates resources, as required, and to capitalize on diversity
Delegates appropriately to supervisors
Sets realistic timelines and clear accountabilities for supervisors
Provides structure and momentum for unit projects
Sets challenging but realistic goals
Identifies unit limits and resource requirements for workload
Manages unit workload through negotiating timelines, prudent resource planning and prioritizing
Maintains composure in demanding or stressful situations
Shifts priorities and adapts unit work plans, as required
Manages activities on an ongoing basis
Heeds early warning signals and advises the Director and others, as needed
Follows through on the unit's business plan from planning, implementing, monitoring, and evaluating to reporting
Integrates Comptrollership, MAF, federal legislation, regulations, and policies into unit practices
Manages own and others' work-life balance
Responds decisively and quickly to emerging opportunities or risks
Maintains composure in adverse situations to alleviate pressure and maintain momentum

People Management – Individuals and Workforce

Works one-on-one with supervisors
Optimizes diversity among team members to build strong teams with complementary strengths
Supports and defends the interests of staff, as necessary and appropriate
Deals with ineffective performance
Provides regular feedback, acknowledges success and the need for improvement
Coaches, challenges, and provides opportunities for growth
Resolves labour relations problems
Secures mediation, if required
Balances the needs of employees and the organization
Monitors and addresses workplace well-being
Develops and supports career plans and learning opportunities
Develops HR strategy for unit succession planning
Secures funding for OL and other training
Implements rigorous HR practices and fulfils obligations of HRM accountabilities

Financial Management – Budget and Assets

Allocates and manages unit resources transparently
Implements strategies to achieve operational efficiencies and value for money
Applies and monitors rigorous systems for Financial Information Management, internal audit, and evaluation
Fulfils obligations of accountabilities for unit finance and assets management
Acts on audit, evaluation, and other objective unit performance information

Generic Ineffective Behaviours – FOR ALL LEVELS