Difference between revisions of "Work with Anthony P. Sheehan"

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'''[[Work with Anthony P. Sheehan/Travailler avec Anthony P. Sheehan|Version française de la page]]'''
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== Why This Page? ==
 
== Why This Page? ==
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It’s no secret that it is becoming [https://www.hrreporter.com/focus-areas/recruitment-and-staffing/global-talent-shortage-at-15-year-high-report/356758 more and more difficult to attract and retain top talent]. The increased competitiveness of available opportunities, combined with the relative ease of talent mobility across the public service, is resulting in several vacancies across departments and agencies; and my team is no exception.
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The Courts Administration Service (CAS) is on a digital transformation journey to improve access to justice as well as the quality and performance of its services; ensuring that they meet and exceed the expectations of the Courts and those who appear before them. To help in this journey, CAS is looking for great people to join our team and fill several key positions to support CAS’ digital transformation and delivery of its strategic objectives.
  
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I created this page to try and creatively tackle the problem and maintain an ongoing list of open positions within my team.
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At the same time, it’s no secret that it is becoming more and more difficult to retain and attract top digital talent. The number of opportunities, combined with the relative ease of talent mobility across the public service, is resulting in many vacancies across departments and agencies.
  
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More importantly, this page provides you with additional information on my organization, my management style and the open positions; so that you may make a more informed decisions of whether to come work with us!
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That is why I think it is important, more than ever, to provide prospective candidates with more information about myself, my team, the work environment and where we're going.
  
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== Opportunities ==
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Hopefully this information will give you more information to decide if working with us is the right fit for you!
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Below is the list of opportunities. Each opportunity is further described after the summary of the work environment.
 
  
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Please also note the important disclaimers and additional information below.
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== More About Myself & Working With Us ==
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After 10+ years in the private sector, including working as a producer in the video game industry ([https://www.ubisoft.com/en-ca/ Ubisoft]), I joined the public service in 2014. Ever since, I’ve been focused on bringing modern approaches to the GC to help deliver better services faster to Canadians. I published an article in 2017 on this topic, which made the [https://canadiangovernmentexecutive.ca/dig/23_04/files/assets/common/downloads/publication.pdf cover page of the Canadian Government Executive magazine]. I was appointed the Chief Information Officer of CAS in July 2022.  
  
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Should any of the opportunities capture your attention, please reach out to me at [email].
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Before that, I worked as the Director General of the Transformation, Strategy & Results directorate at Transport Canada. Prior to joining Transport Canada in 2019, I was the Sr. Director of Digital Delivery and one of the leaders driving the [https://www.canada.ca/en/shared-services/corporate/next-generation-human-resources-pay-system.html NextGen HR & Pay innovative Agile Procurement Process]. I hold an undergraduate degree from the Université de Sherbrooke, an Exec MBA from the Telfer School of Management and try to continuously improve as a public servant and as a leader.
  
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== Why work with us – More about myself ==
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With this goal in mind, I recently participated in the [https://www.leadershipcanada.ca/ Governor General Canadian Leadership Conference] and the [https://www.hks.harvard.edu/educational-programs/executive-education/senior-managers-government Senior Managers in Government program at the Harvard Kennedy School]. I’m also a suicide prevention volunteer and co-founded the Gatineau Ottawa Agile Tour as well as co-launched and sold the startup [https://www.alagarderie.ca alagarderie.ca]. Originally from Québec city, I live in Aylmer with my wife and 2 young boys.  
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After 10+ years in the private sector, including working as a producer in the video game industry (Ubisoft), I joined the public service in 2014. Ever since, I’ve been trying to bring more Agile and Design Thinking practices to the GC to deliver better services to Canadians. I published an article in 2017 on this topic, which made the [https://canadiangovernmentexecutive.ca/dig/23_04/files/assets/common/downloads/publication.pdf cover page of the Canadian Government Executive magazine]. I was appointed the Chief Digital Officer of Courts Administration Service (CAS) in July 2022. Before that, I worked as the Director General of the Transformation, Strategy & Results directorate at Transport Canada. Prior to joining TC in 2019, I was the Sr. Director of Digital Delivery and one of the leaders driving the [https://www.canada.ca/en/shared-services/corporate/next-generation-human-resources-pay-system.html NextGen HR & Pay innovative Agile Procurement Process]. I hold an undergraduate degree from the Université de Sherbrooke, an Exec MBA from the Telfer School of Management and try to continuously improve as a public servant and as a leader. With this goal in mind, I recently participated in the [https://www.leadershipcanada.ca/ Governor General Canadian Leadership Conference] and the [http://canadabeyond150.ca/index-en.html Canada Beyond 150 Program]. I’m also a suicide prevention volunteer and co-founded the Gatineau Ottawa Agile Tour as well as co-launched and sold the startup alagarderie.ca. Originally from Québec city, I live in Aylmer with my wife and 2 young boys.  
 
  
 
You can find out more about me on [https://twitter.com/ForgabhAnLa Twitter] and [https://www.linkedin.com/in/anthonypsheehan/ LinkedIn].  
 
You can find out more about me on [https://twitter.com/ForgabhAnLa Twitter] and [https://www.linkedin.com/in/anthonypsheehan/ LinkedIn].  
  
 
=== Leadership Style ===
 
=== Leadership Style ===
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We have a great team! I believe that a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – pretty much what’s in here.  We have a Work Hard/Play Hard mentality which makes being part of our team fun and gratifying. That’s why we hire based on competency, but also on fit and behaviors as how you deliver results is just as important as the results you deliver.
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We have a great team! I believe that a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – [https://www.executiveagenda.com/application/files/3215/6401/6016/fivedysfunctions.pdf pretty much what’s in here].  In our team, we have a ''Work Hard & Play Hard'' mentality, which makes being part of our team fun and gratifying. That’s why we hire based on competency and potential, as well as on character, behaviors and mutual fit. For us, ''how you deliver results'' is just as important as ''the results you deliver''.  
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I believe in self-empowered team, supported by clear decision-making. I really liked some of the concepts in Ray Dalio’s book Principles, especially the concepts of radical truth and radical transparency. When you have a culture of open sharing of information and open and respectful discussions - you get to better results quicker. I also believe in a clear hierarchy of decision-making. This doesn’t mean that the most senior person is always right, not at all, but at the end of the day, they are accountable for the decision and the result and should therefore have the decision-making authority. In many cases, the leader will and should go with the team’s (and the experts’) recommendations. It’s what Ray calls “believability” – which is not the same thing as hierarchical level. I think that this model brings a good balance of empowering teams, good and trustworthy discussions and brings it all together with clear decision-making aligned to goals and vision.  
 
  
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I believe in self-empowered multi-functional teams, supported by clear decision-making. I really liked some of the concepts in [https://www.principles.com/principles/418eaeca-564f-41e8-bd90-8e0d042f28d5/#table-of-contents Ray Dalio’s book Principles], especially the concepts of radical truth and radical transparency. When you have a culture of open sharing of information and open and respectful discussions, you get more diverse perspectives, more buy-in, and ultimately achieve better results quicker. 
  
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Our leaders also take great pride in empowering our teams and working closely with team members to support their career growth. One of the greatest testimony of our success is when one of our employees gets a promotion – of course, I prefer when it’s a promotion within our team 
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I also believe in a clear hierarchy of decision-making. This doesn’t mean that the most senior person is always right, but at the end of the day, they are accountable for the decision and the result - and should therefore have the decision-making authority. In many cases, the leader will and should go with the team’s (and the experts’) recommendations. It’s what Ray calls “believability” – which is not the same thing as decision-making authority. I think that this model brings a good balance of empowering teams, good and trustworthy discussions and brings it all together with clear decision-making aligned to goals and vision.
  
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Our leaders also take great pride in empowering our teams and working closely with team members to support their career growth. One of the greatest testimonies of our success is when one of our employees gets a promotion, whether within our organization or beyond. 
  
 
=== Work – Life Balance ===
 
=== Work – Life Balance ===
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I believe that jobs in the GC are really good jobs. They are not the best paid jobs, but they come with an opportunity to help increase the quality of life of all Canadians – that’s pretty amazing – and our salaries are paid from the taxes we collect from citizens. For me, this comes with the accountability and duty to “give it your all” and take your job very seriously. So yes, we have deadlines, I hold my team to account, I make sure their performance is in line with expectations, I tell them when they fall short, we have difficult conversations when they fall short too often and I support them with the tools and training so they can get there. I do all this because its my job and we owe it to Canadians.  
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I believe that outcomes are more important than outputs; and that tired and stressed employees are not productive. There is also more to life than work and that ultimately, a happy, engaged and competent workforce is one that will best serve Canadians.
  
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I also believe that jobs in the GC are good jobs that come with an opportunity to help increase the quality of life of all Canadians – that’s pretty amazing! We must also keep in mind that our salaries are paid from the taxes we collect from citizens and businesses. This comes with the accountability to develop a high-performing workforce that ensures good governance and service to Canadians, and that embodies public service values. So yes, we have deadlines, I hold my team to account, I make sure their performance is in line with expectations and we discuss when we fall short to find ways to do better. I do this because it's my job and we owe it to Canadians.
  
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At the same time, I know that outcomes are more important than outputs, that tired and stressed employees are not productive, that there’s more to life than work and that ultimately, a happy, engaged and competent workforce is one that will best serve Canadians. So it’s in this interesting context that I try to find the right balance of Work hard/Play hard and yes, having the right balance – or integration – is important to me personally and professionally.  
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It is in this interesting context that I try to find the right balance of ''Work Hard & Play Hard'' and yes, having the right balance – or integration – of work and life is important to me personally and professionally.
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=== Hybrid Work Model ===
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We work within the applicable terms of conditions and rules of the [https://www.canada.ca/en/government/publicservice/staffing/common-hybrid-work-model-federal-public-service.html Common hybrid work model for the Federal Public Service]. That being said, given the nature of the job duties, aside from a few exceptions, most roles in my team can be filled and performed from anywhere in Canada – where there’s a good Internet connection :-).
  
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So that was a bit about myself and my management style, now here's more information on the work environment.
  
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=== Flexible Work Arrangement ===
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== Working Environment ==
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I started my career at Ubisoft, where I was managing a team that was spread across Québec city, Montreal, San Francisco and Romania. Until joining the public service, I had always managed dispersed and asynchronous teams. I’ve grown in a culture where the results of your work are much more important than when and where you work. We try to hire the best. In return, we trust our team members to do their best and this means that they can – within applicable terms of conditions and rules – decide where and when they work, as long as it does not introduce risks and negatively impact team productivity. So aside from a few exceptions, roles in my team can be filled and performed from anywhere in Canada – where there’s good Internet connection J  
 
  
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=== Working for the Government of Canada (GC) ===
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Working for the GC is rewarding and fulfilling!  See the [https://www.canada.ca/en/treasury-board-secretariat/site/proudly-serving/top-10-reasons-join-public-service.html Top 10 reasons for joining Canada’s Public Service]. 
  
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== Disclaimers and additional information ==
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=== Working at Courts Administration Service (CAS) ===
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CAS is a great place to work! The organization plays a major role in Canada's democracy.
  
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=== Classification ===
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The [https://www.cas-satj.gc.ca/en/about/mandate.shtml 4 federal Courts served by CAS] are superior courts of record established by Parliament for the better administration of the laws of Canada. They have jurisdiction over a wide range of matters including immigration and refugee protection, intellectual property, application of income tax and other revenue-related laws, as well as matters pertaining to aboriginal claims, environmental assessment and national security. As independent bodies, the Courts play a vital role in Canada’s democratic process and form a big part of the [https://justice.gc.ca/eng/csj-sjc/ccs-ajc/01.html 3rd branch of government, the judiciary].
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To accelerate staffing and gather iterative feedback, the below opportunities are shared although they have not yet been formally classified.  As such, the proposed language profiles, levels and groups - which impact rates of pay – are tentative and may change following the results of a formal classification assessment.  
 
  
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=== Rates of Pay ===
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Here’s a [https://www.cas-satj.gc.ca/en/about/orgchart.shtml high-level org chart] to better understand how CAS is organized.
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For those not fully familiar with the rates of pay and terms of employment in the public service, please consult the [https://www.tbs-sct.canada.ca/agreements-conventions/index-eng.aspx collective agreements for each of the positions] (IT group, EC group, AS group).  
 
  
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=== Overview of the hiring process ===
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=== Working within CAS' Information and Technology Services Division (ITSD) ===
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Although each hiring process is different, [https://www.youtube.com/watch?v=0GW7P3g9hhI here’s a video] that provides an overview of each of the steps and provides tips on navigating the application process in the GC.  
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As the Chief Information Officer, I have the pleasure of being part of CAS' executive committee and report directly to the Deputy Head - the Chief Administrator.
  
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In this role, I lead the Information and Technology Services Division (ITSD). ITSD is accountable for providing service, data and digital management solutions to support CAS' mandate. 
  
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Working in a small organization has lots of advantages.  Things move fast and team members have an opportunity to contribute to many files and have a direct impact in supporting the Courts. 
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=== Working within the #GCDigital Community ===
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Under the leadership of our [https://www.canada.ca/en/treasury-board-secretariat/corporate/mandate/chief-information-officer.html GC CIO, Catherine Luelo], working in the #GCDigital family is pretty amazing, [https://www.youtube.com/watch?v=bITeT65Rwcc learn more here]! 
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== Where We're Headed ==
  
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=== Environmental Context ===
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As described in the report ''[https://www.cba.org/Publications-Resources/Resources/2021/No-Turning-Back-CBA-Task-Force-Report-on-Justice No Turning Back: CBA Task Force Report on Justice Issues Arising from COVID-19]''<blockquote>''The precipitous advent of the novel coronavirus pandemic known as COVID-19 in March 2020 brought into focus the urgency of forging an accessible, modern and user-centered justice system. The pandemic forced all justice system participants to adjust to a new environment. It fast-tracked the adoption of different measures and technologies to deliver justice remotely. It further dispelled the notion that justice (and the legal profession), was somehow nobly removed from the fourth industrial revolution. These rapid and significant changes are occurring against a challenging backdrop: public confidence in the justice system is fragilized by a belief that access to justice is beyond the grasp of most individuals, an increasing number of self-representatives, and even individuals abstaining from seeking justice altogether — with costs deemed prohibitive or disproportionate to the actual value of the sought-after outcome.''</blockquote>To make sure we "don't turn back", CAS is on a digital transformation journey to improve client service experiences, government operations, and improve access to justice.
  
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In short, we're transforming ITSD and CAS to better deliver on both:
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*[https://www.cas-satj.gc.ca/en/publications/rpp/2022-2023/pdf/CAS-DP-2022-23-ENG-FINAL.pdf CAS' 2022-23 Departmental Plan], and
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*[https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/canada-digital-ambition.html Canada's Digital Ambition 2022]
  
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=== CAS' 4 Strategic Priorities ===
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[https://www.cas-satj.gc.ca/en/publications/rpp/2022-2023/pdf/CAS-DP-2022-23-ENG-FINAL.pdf CAS' 2022-23 Departmental Plan] includes four strategic priorities:
  
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# DIGITAL COURTS AND VIRTUAL HEARINGS - Deliver information technology solutions that provide for the effective management of court business, offer self-service to litigants and improve access to justice.
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# NATIONAL COURT FACILITIES AND COURTROOMS - Deliver modern, equipped, accessible and secure federal court facilities across Canada.
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# OUR WORKFORCE - Attract, retain and develop a highly skilled, diverse and engaged workforce. Optimize our work environment and strengthen management excellence.
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# SERVICE EXCELLENCE - Provide consistent, quality and timely client-centric services. Modernize our practices, processes and tools and integrate new business and technological solutions.
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As you can see from the description above, ITSD plays a pivotal role in help CAS achieve its strategic priorities.
  
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=== Canada's Digital Ambition 2022 ===
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To best deliver on CAS digital transformation, ITSD follows the guidance set forth in [https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/canada-digital-ambition.html Canada's Digital Ambition 2022], which includes the following 4 strategic themes:
  
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#'''Excellence in technology and operations:''' maximize effectiveness and value assurance of technology investments across government
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#'''Data-enabled digital services and programs:''' drive cross-government improvement in client and employee services, data and cross-agency integration
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#'''Action-ready digital strategy and policy:''' set strategy, policy and guidance that enables safe, secure, reliable and privacy enabled operations
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#'''Structural evolution in funding, talent and culture:''' advocate for changes to policy and governance that prioritize and unlock the full value of digital investment
  
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== Opportunities ==
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The list of key positions we are looking to fill are described below.
  
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Please also note the disclaimers and additional information in the following section.
  
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Should any of the opportunities capture your attention, please following the instructions in the how to apply" section.
  
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=== AS-05 – Lead, Performance Measurement (BBB) ===
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This person will lead ITSD's performance measurement function, including the following:
  
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Working Environment
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* Monitor the realization of planned benefits (from projects, activities, investments…)
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* Produce and maintain various performance reports & balanced scorecards
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* Coordinate the tracking and resolution of ITSD's Management Action Plans
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* Lead and monitor ITSD's MAF activities and responses
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* Coordinate the agenda and production of materials for ITSD's Quarterly Performance Management meetings
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* Track the achievement of various corporate commitments (Risks resolution plans, DP, DRF…)
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* Act as the Liaison for ITSD and attending briefings and formal meetings with Corporate Planning and TBS to seek guidance and clarity
  
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Working for the Government of Canada (GC)  
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=== AS-07 – Chief of Staff & Strategic Advisor to the CIO (CBC) ===
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This person will work closely with the ITSD management team to ensure the division is a high-performing organization. To achieve this, this individual is expected to:
  
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Working for the GC is rewarding and fulfilling!  See the Top 10 reasons for joining Canada’s Public Service.
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* Conduct research and strategic analysis to review material, produce executive briefings, options and recommendations for the DG and other senior executives
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* Review files and manage the directorate’s quality control and assurance processes and workflows to ensure the timely and quality completion of the directorate’s deliverables
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* Lead and coordinate the resolution of various issues and urgent requests for the division
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* Manage the personnel and the operations of the Office of the Chief Information Officer
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* Develop guidelines and processes to enhance operational efficiency and communications across the DG’s office and the entire division
  
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=== AS-04 – Talent Acquisition Analyst (CBC) ===
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To support our digital transformation journey, ITSD will be staffing many positions and is looking to staff many positions in the coming months. We are therefore looking for a talent acquisition analyst to work closely with CAS' HR team and hiring managers to attract top talent into our team. To achieve this, this individual is expected to:       
  
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Working at TC
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* Research and identify potential candidates through social media and other channels       
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* Contact potential candidates to share information on open positions and stories about our work environrment
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* Entice potential candidates to apply to our open positions and competitions       
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* , to conduct a preliminary assessment of ''right fit'' and to answer any questions they may have.       
  
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Transport Canada (TC) is a great place to work! TC plays a major role in keeping Canadians and travelers safe and secure and in supporting Canada’s economy and greening efforts. TC’s workforce is competent, passionate, collaborative, diverse and fun to work with! Learn more about our awesome Deputy Ministers, Michael Keenan and Arun Thangaraj. Here’s also a high-level org chart to better understand how TC is organized.  
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=== IT-04 – Manager, Automation Services (CBC) ===
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This manager will lead the delivery of solutions using automation technologies such as Robotics Process Automation and the Microsoft 365 Power platform. The manager will also support upskilling CAS employees to better leverage these modern technologies. This is a new team and there is lots of excitement regarding the value that automation technologies can provide to improve court operations. This is a great opportunity for a leader who wants to build and scale a service team and who is interested in working with clients to help optimize business processes.      
  
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=== IT-04 – Manager, Cloud and Workplace Tools (CBC) ===
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The manager will lead CAS' journey to leverage modern, secure cloud-based tools for enhanced productivity, collaboration and email, and equipping the GC workforce with modern workplaces and secure devices; while aligning to best practices specific to the judicial sector, such as recommendations from the [https://cjc-ccm.ca/sites/default/files/documents/2021/Blueprint%206th%20edition%202021-02-11_Final_EN.pdf Blueprint for the Security of Court Information].       
  
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Working within the Digital Services and Transformation Office
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=== IT-03 – Technical Advisor, Enterprise Architecture (English or French essential) ===
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This person will work with the EA lead and collaborate across the organization to define our target state, create roadmaps, develop application and technology standards, align technology implementations with the department’s strategies and priorities, and ensure considerations from all architecture domains (business, information, application, technology and security) inform decisions.
  
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I work in the Digital Services and Transformation Office (DSTO). DSTO is accountable for providing the executive leadership and management direction for departmental transformation, service and data management and modernization, as well as for the delivery of the Department’s IM/IT program. This includes the advancement of Transport Canada’s Priority #6 of Transforming the design and delivery of programs and services to Canadians in order to adapt to a changing world. DSTO’s accountabilities also include the programs and governance required to meet the requirements of the Policy on Service and Digital to ensure client service experience and government operations are improved through digital transformation approaches.  Working in the #GCDigital family is pretty amazing, learn more here!
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=== IT-03 – Client Portfolio Lead (BBB) ===
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This person will work closely with one of CAS' business lines and play a pivotal role in understanding the client business unit's priorities, needs and wants, and liaise with ITSD to ensure that the right people and teams are mobilized to deliver digital services to meet the client's needs.      
  
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=== EC-07/IT-04 – Manager, Service Design (CBC) ===
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This person will lead our business analysis and service design teams to embed human centered design practices into the way we work so that we can better understand user needs and the problems we want to solve, which will ultimately lead to the delivery of better solutions.       
  
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DSTO’s leader is TC’s Chief Digital Officer and Assistant Deputy Minister, Raj Thuppal. You can find more info on Raj on his LinkedIn profile. Raj leads of team of +500 employees that are spread across Canada.  
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=== I Want to Join your Team, but Didn't Find the Right Job ===
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Are you interested in joining our team, but quite find a good match amongst the positions described above?  No worries!  We're always looking for awesome people to join our team. Then don't hesitate to reach out (anthony.sheehan@cas-satj.gc.ca) and send in your resume describing why you'd like to join our team and what mix of responsibilities help you produce your best work.                              
  
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DSTO is organized into 4 directorates:  
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== How to Apply ==
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If you are interested by one of the above positions, please send an email to anthony.sheehan@cas-satj.gc.ca with the following information:
  
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# Service & Data Modernization: Enabling service design and data-driven decision making across TC
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# What position you are interested in and why
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# Why you think you would be a good fit
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# Your latest resume, including your current classification and your language profile
  
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# Business Solutions: Delivering digital projects, solutions, and platforms for external services and oversight activities.
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== Disclaimers and additional information ==
  
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# Enterprise Solutions: Delivering digital solutions and support to employees.  
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=== Staffing Process ===
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First and foremost, this page is used to encourage at-level public servants to come work at CAS through a [https://www.canada.ca/en/treasury-board-secretariat/services/staffing/public-service-workforce/deployment.html secondment, deployment] or [https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/interchange-canada.html Interchange Canada] agreements. '''GC Free Agents''' are more than welcomed!
  
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# Transformation, Strategy and Results
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If no at-level candidates are found, a competition may be used to staff a vacant position.  Keep an eye out for [https://emploisfp-psjobs.cfp-psc.gc.ca/psrs-srfp/applicant/page2440?locationsFilter=&selectionProcessNumber=&officialLanguage=&title=&tab=1&search=Search%20jobs&department=1075&departments=&log=false open positions posted on jobs.gc.ca].   
  
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Although each hiring process is different, [https://www.youtube.com/watch?v=0GW7P3g9hhI here’s a video] that provides an overview of each of the steps and provides tips on navigating the application process in the GC.   
  
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TC was one of the first departments to bring together the accountabilities for Data, Service, Transformation and IM/IT together under one ADM. Our ADM is part of the department Executive Committee and DSTO is a key strategic advisor to the other ADMs and core to TCs digital transformation journey. DSTO’s mandate is strategic, broad, innovative and exciting!  
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=== Classification ===
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To accelerate staffing, some of the opportunities listed here are being shared in advance of being formally classified. Meaning that the proposed language profiles, levels and groups - which impact rates of pay - are tentative and may change following the results of a formal classification assessment.
  
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=== Rates of Pay ===
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Working within the Transformation, Strategy & Results (TSR) Directorate
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For those not fully familiar with the rates of pay and terms of employment in the public service, please consult the [https://www.tbs-sct.canada.ca/agreements-conventions/index-eng.aspx collective agreement relevant for each of the positions].
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My team’s mandate is strategic and core to DSTO’s success.  We are accountable for the following key areas:
 
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Transformation Management
 
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Aligned with Canada’s Digital Government Strategy, TC is committed to modernizing and adapting the way we work to make our Department more responsive, resilient, and most important, better at serving people. TC’s Transformation vision to be agile, smart, and trusted will ensure that TC remains a world class regulator, that delivers modern digital services and is an employer of choice. Our Transformation Plan is organized around 4 key themes:
 
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# Service Modernization: Work in this theme will, while ensuring a safe and secure transport system, transform people’s experience with government by designing and delivering services that put people’s needs first, increase access to services for all Canadians, and improve citizen trust.
 
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# Oversight Modernization: Work in this theme will build a more effective oversight regime that enhances public trust and confidence in the safety and security of the transportation system by leveraging data, empowering our inspectors with new tools and expanding multi-modal approaches, while reducing regulatory burden on industry.
 
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# Our TC: Work in this theme is focused on making TC the best place to work. Aligned with Beyond 2020’s areas of focus, activities within this theme will help retain and attract a high-performing, diverse workforce by being a leader in creating a flexible, service-oriented, and digitally-enabled work environment.
 
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# Foundation: Work in this theme will help advance core and supporting changes across DSTO and across the organization, including many of the strategic priorities described in the Digital Operations Strategic Plan: 2021–2024.
 
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TSR’s mandate, aligned with recommendations from a 2019 audit of TC’s Transformation Governance and Oversight, is to support TC’s Transformation in the following areas:
 
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* Strategy & Governance: TC’s Transformation Plan has a clearly defined vision and strategy. An effective governance framework is in place to oversee the implementation of TC’s Transformation initiatives. Governance committees are in place with clear objectives, defined roles and responsibilities that help ensure effective coordination, integration and oversight of Transformation initiatives and projects. Risks to the overall success of TC Transformation are tracked, managed and reported.
 
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* Integrated planning: An effective planning approach has been developed to set clear direction and priorities on the implementation of TC Transformation.  
 
−
* Change management: Change management processes and practices are established to facilitate the implementation of TC Transformation.
 
−
* Reporting on results: The progress of initiatives is effectively tracked and reported. Senior management and governance bodies receive relevant, accurate, complete and timely information for their timely decision making.
 
−
 
 
−
 
 
−
Strategic Direction – Doing the Right Thing
 
−
 
 
−
Another component of TSR’s mandate is to set and coordinate’s DSTO’s strategic direction. This includes scanning the environment, looking at the market and trends, understanding the organization’s performance and resources and working with stakeholders across DSTO to define what this means for the organization and, as a result, where we should be going. This responsibility includes managing TC’s digital strategy and DSTO’s strategy, DSTO’s investment strategy (what we should be investing in and why) and monitoring the overall demand for DSTO’s services.  
 
−
 
 
−
 
 
−
Oversight, Governance & Operational Excellence – Doing Things Right
 
−
 
 
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TSR’s mandate also includes ensuring DSTO adheres to GC and TC policy requirements, including ones defined in the Policy on Service and Digital. TSR is also responsible for overseeing DSTO’s portfolio of projects and initiatives and recommend corrective actions to increase the likelihood of delivering the planned benefits. TSR also provides DSTO with various human resource, financial and talent management functions to ensure DSTO works as one group and is a high-performing organization.
 
−
 
 
−
 
 
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Measuring Results – Learn & Adapt
 
−
 
 
−
Finally, TSR is responsible for various performance measurement activities, including monitoring DSTO’s service performance, tracking various commitments related to Management Action Plans and the Management Accountability Framework, monitoring the achievement of planned benefits from our digital investment portfolio, managing the performance of our vendors, supporting the production of TC’s Departmental  Results Reports for DSTO commitments and other corporate reporting functions.
 
−
 
 
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In short, our team is accountable for driving departmental Transformation, DSTO’s strategy, oversight and governance of DSTO’s work, driving operational excellence and ensuring the achievement of planned results. TSR’s mandate is not about policing, but rather about enabling DSTO’s and TC’s success.
 
−
 
 
−
 
 
−
 
 
−
EX-02 – Executive Director, Digital Strategies & Results (Bilingual imperative CBC/CBC)
 
−
 
 
−
This strategic and enthusiastic leader provides direct leadership over the Digital Strategies, Project Delivery and Oversight, as well as the Performance Measurement teams. As their 2ic, the individual also supports the Director General, Transformation Strategy and Results on a number of strategic, horizontal, and complex files to support departmental transformation while also ensuring DSTO is a high performing organization by making sure we Do the right thing, and do it right.
 
−
 
 
−
 
 
−
Although the position’s HR & financial accountabilities are rather small, the role is strategic and horizontal in nature and offers an exciting opportunity for an experienced executive to build a new team and branch-off from more traditional IM/IT spaces into more strategic and enterprise areas.
 
−
 
 
−
Below is a description of each of the 4 teams under the position’s direct responsibilities.
 
−
 
 
−
* Digital Strategies (EC-07)
 
−
* Results & Performance Measurement (AS-05)
 
−
* Project Delivery (CS-04)
 
−
* Project Oversight (AS-06)
 
−
 
 
−
* Responsibilities
 
−
 
 
−
* Management and oversight of DSTO’s project portfolio:  
 
−
 
 
−
* Project health, portfolio risks/issues, financial health
 
−
* Tracking of investment benefits
 
−
 
 
−
* Support investment management decisions
 
−
* Support secretarial functions for:
 
−
 
 
−
* Project Community of Practice
 
−
* Project Review Committee
 
−
* ADM Investment Management Committee
 
−
 
 
−
* Sponsor responsibilities for implementation of a Project & Portfolio Management Solution
 
−
 
 
−
 
 
−
EC-07 – Manager, Digital Strategies (CBC)
 
−
 
 
−
This strategic thinker leads the Digital Strategies team, including the EC06 – Digital Strategist and the EC-06 – Strategic Policy Analyst.
 
−
 
 
−
 
 
−
EC-06 – Digital Strategist (BBB)
 
−
 
 
−
Part of the Digital Strategies team, this strategic thinker is responsible for the following:
 
−
 
 
−
* Research and understand the technological forces at play influencing the transportation sector
 
−
* Research, review and authorize opportunities for new services to better support the department’s mandate
 
−
* Coordinate Research & Advisory services from consulting firms
 
−
* Produce whitepapers and advise to guide DSTO’s investment and prioritization decisions
 
−
* Consolidate various DSTO strategic initiatives into a cohesive digital strategy
 
−
 
 
−
* Lead DSTO’s strategic demand management functions
 
−
 
 
−
 
 
−
 
 
−
EC-06 – Strategic Policy Analyst (BBB)
 
−
 
 
−
Part of the Digital Strategies team, this strategic thinker is responsible for providing strategic policy advice, vision, and leadership on policy issues across DSTO and the department, including the following:
 
−
 
 
−
* Research and understand the trends in the transportation sector
 
−
 
 
−
* Conduct research and liaise with GC stakeholders to understand the political and GC ecosystem
 
−
* Lead and/or support medium-term planning, transitions, MCs, Budget Requests, TB Subs
 
−
* Produce strategic communication products and briefings to support senior executive attendance to key GC committees (Cabinet, DMCEPP, PSMAC...)
 
−
* Work with various stakeholders to proactively identify and influence (where applicable) key priorities (Digital Operations and Strategic Plan, mandate commitments, Departmental Plans…) and ensure ongoing alignment of DSTO’s strategy and these key priorities.
 
−
 
 
−
 
 
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AS-05 – Lead, Performance Measurement (BBB)
 
−
 
 
−
This person leads DSTO’s performance measurement unit, including the following:
 
−
 
 
−
* Monitor the realization of planned benefits (from projects, activities, investments…)
 
−
* Produce and maintain various performance reports & balanced scorecards
 
−
* Coordinate the tracking and resolution of DSTO’s Management Action Plans
 
−
 
 
−
* Lead and monitor DSTO’s MAF activities and responses
 
−
* Coordinate the agenda and production of materials for DSTO’s Quarterly Performance Management meetings
 
−
* Track the achievement of various corporate commitments (Risks resolution plans, DP, DRF…)
 
−
* Act as the Liaison for DSTO and attending briefings and formal meetings with TC corporate Planning and TBS to seek guidance and clarity
 
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CS-04 – Manager, Digital Delivery
 
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The Manager, Digital Delivery, manages a group of digital project managers that work following digital government practices to enable project teams to create project outputs that deliver planned benefits.
 
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CS-04 – Sr Digital Project Manager
 
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The Sr Digital Project Manager manages large, and/or a suite of, digital projects and teams (in a matrix environment) and is accountable for their success.
 
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Canada’s Digital Standards provide additional information on how the Government of Canada is shifting to becoming more agile, open, and user-focused. The Sr Digital Project Manager is expected to follow the Digital Standards to guide teams in designing digital services in a way that best serves Canadians.
 
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CS-03 – Digital Project Manager
 
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The Digital Project Manager manages a suite of digital projects and teams (in a matrix environment) and is accountable for their success.  
 
−
 
 
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Canada’s Digital Standards provide additional information on how the Government of Canada is shifting to becoming more agile, open, and user-focused. The Digital Project Manager is expected to follow the Digital Standards to guide teams in designing digital services in a way that best serves Canadians.  
 
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−
CS-04 – Business Architect (BBB)
 
−
 
 
−
This person acts as a bridge between business and technology, develops capability maps and other artifacts to help in the operationalization of strategy, and assists in the technology enablement of core capabilities and value streams. We’re looking for someone who can function as the glue that binds various facets of our organization and is at the vanguard of enterprise transformation.  This person will work alongside enterprise architects, business strategists, product (service) owners, and technologists to provide business architecture inputs to drive optimal investment decisions and a cohesive enterprise architecture.
 
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−
 
 
−
The business architect will be responsible for the following:
 
−
 
 
−
* Craft business capability maps and define the capability attributes
 
−
* Abstract business flows and processes into higher level value streams and/or journey maps to show the end-to-end flows to realize a business outcome or service output
 
−
 
 
−
* Conduct capability assessments including a future state maturity at a capability level
 
−
* Work with product and service owners, user groups, and business analysts to create and/or validate investment concept cases
 
−
* Work with solution architects and technical architects to map systems and services to capabilities for footprint analysis of what systems/services support which capabilities
 
−
* Work with corporate and business strategy teams to assess the strategic plans’ impact on various capabilities and document the maturity needs at a capability level
 
−
* Develop various viewpoints, lenses, and mappings to show relationships, juxtaposition, linkages, overlaps, and footprint
 
−
 
 
−
 
 
−
CS-04 – Lead, Vendor Management (BBB)
 
−
 
 
−
This person leads DSTO’s vendor performance management program, including the following:
 
−
 
 
−
* Coordinate DSTO’s Vendor Management Committee
 
−
* Monitor KPIs and the performance of DSTO’s vendors and procurement vehicles
 
−
 
 
−
* Provide strategic advice on procurement approaches to optimize the value derived from procurement activities and contracts
 
−
* In partnership with corporate procurement teams, manage vendor performance escalations
 
−
* Monitor procurement activities to ensure key solution and technology vendors go beyond providing technical solutions and also complement their offering with the training, reskilling and support required to maximize value for money
 
−
* Acts a TC representative with PSPC and SSC for contracting and procurement strategies and resolutions of issues.  
 
−
 
 
−
 
 
−
AS-06 – Chief of Staff & Issues Manager to the DG (CBC)
 
−
 
 
−
This person works closely with the TSR management team to ensure the directorate is a high-performing organization. To achieve this, this individual is expected to:
 
−
 
 
−
* Conduct research and strategic analysis to review material, produce executive briefings, options and recommendations for the DG and other senior executives
 
−
* Review files and manage the directorate’s quality control and assurance processes and workflows to ensure the timely and quality completion of the directorate’s deliverables
 
−
* Lead and coordinate the resolution of various issues and urgent requests for the directorate
 
−
 
 
−
* Review, develop and recommend correspondence and serve as a critical liaison in dealings with the offices of the Chief Digital Officer, with offices of other ADMs and DGs, with various committee secretariat and with other governmental stakeholders
 
−
* Manage the directorate’s team of executive assistants & administrative staff to ensure the team provides the following services:  
 
−
 
 
−
* Manage and organize the DG’s and the Directors’ schedule, meetings, travel and conferences
 
−
* Manage, monitor the status and move forward the directorate’s list of strategic commitments, Bring Forwards (BFs) and executive taskings
 
−
* Liaise with the directorate’s managers and directors to ensure the completion of timely and high-quality deliverables.
 
−
 
 
−
* Support various governance committees and management meetings by preparing meeting agendas, managing membership and meeting attendance, managing meeting invites, takings notes and producing records of decisions, issuing call outs to presenters, manage pre-brief and debrief meetings…
 
−
* Develop guidelines and processes to enhance operational efficiency and communications across the DG’s office and the entire directorate
 
−
 
 
−
 
 
−
 
 
−
AS-05 – Supervisor, Talent Management
 
−
 
 
−
This person helps DSTO’s managers attract, develop and retain a high-performing workforce; including the following responsibilities:
 
−
 
 
−
* Coordinate the completion of various staffing competitions and pools
 
−
* Coordinate and streamline the announcement of various job opportunities across various channels (internal emails, intranet, GC career marketplace, social media…)
 
−
* Develop and nurture relationships with various talent sourcing channels (colleges and universities, public sector recruitment programs…)
 
−
* Coordinate DSTO’s coop and student recruitment programs
 
−
 
 
−
* Manage DSTO’s Talent Management and mobility management program
 
−
* Coordinate key training opportunities across DSTO
 
−
* Manages the Free Agent Program’s administrative requirement and support its mission of mobility by taking part in various initiative (such as Canada Free Agent recruitment campaign)  
 
−
 
 
−
 
 
−
AS-04 – Talent Acquisition Coordinator
 
−
 
 
−
This person works closely with the rest of the Talent Management team to attract top talent into our team. They do so by researching and contacting candidates through social media and other channels to share stories and explain how great it is to work in our team, to entice them to apply to our open positions and competitions and to answer any questions they may have.  
 
−
 
 
−
 
 
−
AS-03 – Talent Management Coordinator
 
−
 
 
−
This person supports the Supervisor, Talent Management in managing DSTO’s Talent Management program and Free Agent Program
 
−
 
 
−
Page Break
 

Latest revision as of 12:26, 14 February 2023

Version française de la page


Why This Page?

The Courts Administration Service (CAS) is on a digital transformation journey to improve access to justice as well as the quality and performance of its services; ensuring that they meet and exceed the expectations of the Courts and those who appear before them. To help in this journey, CAS is looking for great people to join our team and fill several key positions to support CAS’ digital transformation and delivery of its strategic objectives.

At the same time, it’s no secret that it is becoming more and more difficult to retain and attract top digital talent. The number of opportunities, combined with the relative ease of talent mobility across the public service, is resulting in many vacancies across departments and agencies.

That is why I think it is important, more than ever, to provide prospective candidates with more information about myself, my team, the work environment and where we're going.

Hopefully this information will give you more information to decide if working with us is the right fit for you!

More About Myself & Working With Us

After 10+ years in the private sector, including working as a producer in the video game industry (Ubisoft), I joined the public service in 2014. Ever since, I’ve been focused on bringing modern approaches to the GC to help deliver better services faster to Canadians. I published an article in 2017 on this topic, which made the cover page of the Canadian Government Executive magazine. I was appointed the Chief Information Officer of CAS in July 2022.

Before that, I worked as the Director General of the Transformation, Strategy & Results directorate at Transport Canada. Prior to joining Transport Canada in 2019, I was the Sr. Director of Digital Delivery and one of the leaders driving the NextGen HR & Pay innovative Agile Procurement Process. I hold an undergraduate degree from the Université de Sherbrooke, an Exec MBA from the Telfer School of Management and try to continuously improve as a public servant and as a leader.

With this goal in mind, I recently participated in the Governor General Canadian Leadership Conference and the Senior Managers in Government program at the Harvard Kennedy School. I’m also a suicide prevention volunteer and co-founded the Gatineau Ottawa Agile Tour as well as co-launched and sold the startup alagarderie.ca. Originally from Québec city, I live in Aylmer with my wife and 2 young boys.  

You can find out more about me on Twitter and LinkedIn.  

Leadership Style

We have a great team! I believe that a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – pretty much what’s in here.  In our team, we have a Work Hard & Play Hard mentality, which makes being part of our team fun and gratifying. That’s why we hire based on competency and potential, as well as on character, behaviors and mutual fit. For us, how you deliver results is just as important as the results you deliver.

I believe in self-empowered multi-functional teams, supported by clear decision-making. I really liked some of the concepts in Ray Dalio’s book Principles, especially the concepts of radical truth and radical transparency. When you have a culture of open sharing of information and open and respectful discussions, you get more diverse perspectives, more buy-in, and ultimately achieve better results quicker.

I also believe in a clear hierarchy of decision-making. This doesn’t mean that the most senior person is always right, but at the end of the day, they are accountable for the decision and the result - and should therefore have the decision-making authority. In many cases, the leader will and should go with the team’s (and the experts’) recommendations. It’s what Ray calls “believability” – which is not the same thing as decision-making authority. I think that this model brings a good balance of empowering teams, good and trustworthy discussions and brings it all together with clear decision-making aligned to goals and vision.

Our leaders also take great pride in empowering our teams and working closely with team members to support their career growth. One of the greatest testimonies of our success is when one of our employees gets a promotion, whether within our organization or beyond.

Work – Life Balance

I believe that outcomes are more important than outputs; and that tired and stressed employees are not productive. There is also more to life than work and that ultimately, a happy, engaged and competent workforce is one that will best serve Canadians.

I also believe that jobs in the GC are good jobs that come with an opportunity to help increase the quality of life of all Canadians – that’s pretty amazing! We must also keep in mind that our salaries are paid from the taxes we collect from citizens and businesses. This comes with the accountability to develop a high-performing workforce that ensures good governance and service to Canadians, and that embodies public service values. So yes, we have deadlines, I hold my team to account, I make sure their performance is in line with expectations and we discuss when we fall short to find ways to do better. I do this because it's my job and we owe it to Canadians.

It is in this interesting context that I try to find the right balance of Work Hard & Play Hard and yes, having the right balance – or integration – of work and life is important to me personally and professionally.

Hybrid Work Model

We work within the applicable terms of conditions and rules of the Common hybrid work model for the Federal Public Service. That being said, given the nature of the job duties, aside from a few exceptions, most roles in my team can be filled and performed from anywhere in Canada – where there’s a good Internet connection :-).

So that was a bit about myself and my management style, now here's more information on the work environment.

Working Environment

Working for the Government of Canada (GC)

Working for the GC is rewarding and fulfilling!  See the Top 10 reasons for joining Canada’s Public Service.

Working at Courts Administration Service (CAS)

CAS is a great place to work! The organization plays a major role in Canada's democracy.

The 4 federal Courts served by CAS are superior courts of record established by Parliament for the better administration of the laws of Canada. They have jurisdiction over a wide range of matters including immigration and refugee protection, intellectual property, application of income tax and other revenue-related laws, as well as matters pertaining to aboriginal claims, environmental assessment and national security. As independent bodies, the Courts play a vital role in Canada’s democratic process and form a big part of the 3rd branch of government, the judiciary.

Here’s a high-level org chart to better understand how CAS is organized.

Working within CAS' Information and Technology Services Division (ITSD)

As the Chief Information Officer, I have the pleasure of being part of CAS' executive committee and report directly to the Deputy Head - the Chief Administrator.

In this role, I lead the Information and Technology Services Division (ITSD). ITSD is accountable for providing service, data and digital management solutions to support CAS' mandate.

Working in a small organization has lots of advantages. Things move fast and team members have an opportunity to contribute to many files and have a direct impact in supporting the Courts.

Working within the #GCDigital Community

Under the leadership of our GC CIO, Catherine Luelo, working in the #GCDigital family is pretty amazing, learn more here!

Where We're Headed

Environmental Context

As described in the report No Turning Back: CBA Task Force Report on Justice Issues Arising from COVID-19

The precipitous advent of the novel coronavirus pandemic known as COVID-19 in March 2020 brought into focus the urgency of forging an accessible, modern and user-centered justice system. The pandemic forced all justice system participants to adjust to a new environment. It fast-tracked the adoption of different measures and technologies to deliver justice remotely. It further dispelled the notion that justice (and the legal profession), was somehow nobly removed from the fourth industrial revolution. These rapid and significant changes are occurring against a challenging backdrop: public confidence in the justice system is fragilized by a belief that access to justice is beyond the grasp of most individuals, an increasing number of self-representatives, and even individuals abstaining from seeking justice altogether — with costs deemed prohibitive or disproportionate to the actual value of the sought-after outcome.

To make sure we "don't turn back", CAS is on a digital transformation journey to improve client service experiences, government operations, and improve access to justice.

In short, we're transforming ITSD and CAS to better deliver on both:

CAS' 4 Strategic Priorities

CAS' 2022-23 Departmental Plan includes four strategic priorities:

  1. DIGITAL COURTS AND VIRTUAL HEARINGS - Deliver information technology solutions that provide for the effective management of court business, offer self-service to litigants and improve access to justice.
  2. NATIONAL COURT FACILITIES AND COURTROOMS - Deliver modern, equipped, accessible and secure federal court facilities across Canada.
  3. OUR WORKFORCE - Attract, retain and develop a highly skilled, diverse and engaged workforce. Optimize our work environment and strengthen management excellence.
  4. SERVICE EXCELLENCE - Provide consistent, quality and timely client-centric services. Modernize our practices, processes and tools and integrate new business and technological solutions.

As you can see from the description above, ITSD plays a pivotal role in help CAS achieve its strategic priorities.

Canada's Digital Ambition 2022

To best deliver on CAS digital transformation, ITSD follows the guidance set forth in Canada's Digital Ambition 2022, which includes the following 4 strategic themes:

  1. Excellence in technology and operations: maximize effectiveness and value assurance of technology investments across government
  2. Data-enabled digital services and programs: drive cross-government improvement in client and employee services, data and cross-agency integration
  3. Action-ready digital strategy and policy: set strategy, policy and guidance that enables safe, secure, reliable and privacy enabled operations
  4. Structural evolution in funding, talent and culture: advocate for changes to policy and governance that prioritize and unlock the full value of digital investment

Opportunities

The list of key positions we are looking to fill are described below.

Please also note the disclaimers and additional information in the following section.

Should any of the opportunities capture your attention, please following the instructions in the how to apply" section.

AS-05 – Lead, Performance Measurement (BBB)

This person will lead ITSD's performance measurement function, including the following:

  • Monitor the realization of planned benefits (from projects, activities, investments…)
  • Produce and maintain various performance reports & balanced scorecards
  • Coordinate the tracking and resolution of ITSD's Management Action Plans
  • Lead and monitor ITSD's MAF activities and responses
  • Coordinate the agenda and production of materials for ITSD's Quarterly Performance Management meetings
  • Track the achievement of various corporate commitments (Risks resolution plans, DP, DRF…)
  • Act as the Liaison for ITSD and attending briefings and formal meetings with Corporate Planning and TBS to seek guidance and clarity

AS-07 – Chief of Staff & Strategic Advisor to the CIO (CBC)

This person will work closely with the ITSD management team to ensure the division is a high-performing organization. To achieve this, this individual is expected to:

  • Conduct research and strategic analysis to review material, produce executive briefings, options and recommendations for the DG and other senior executives
  • Review files and manage the directorate’s quality control and assurance processes and workflows to ensure the timely and quality completion of the directorate’s deliverables
  • Lead and coordinate the resolution of various issues and urgent requests for the division
  • Manage the personnel and the operations of the Office of the Chief Information Officer
  • Develop guidelines and processes to enhance operational efficiency and communications across the DG’s office and the entire division

AS-04 – Talent Acquisition Analyst (CBC)

To support our digital transformation journey, ITSD will be staffing many positions and is looking to staff many positions in the coming months. We are therefore looking for a talent acquisition analyst to work closely with CAS' HR team and hiring managers to attract top talent into our team. To achieve this, this individual is expected to:

  • Research and identify potential candidates through social media and other channels
  • Contact potential candidates to share information on open positions and stories about our work environrment
  • Entice potential candidates to apply to our open positions and competitions
  • , to conduct a preliminary assessment of right fit and to answer any questions they may have.

IT-04 – Manager, Automation Services (CBC)

This manager will lead the delivery of solutions using automation technologies such as Robotics Process Automation and the Microsoft 365 Power platform. The manager will also support upskilling CAS employees to better leverage these modern technologies. This is a new team and there is lots of excitement regarding the value that automation technologies can provide to improve court operations. This is a great opportunity for a leader who wants to build and scale a service team and who is interested in working with clients to help optimize business processes.

IT-04 – Manager, Cloud and Workplace Tools (CBC)

The manager will lead CAS' journey to leverage modern, secure cloud-based tools for enhanced productivity, collaboration and email, and equipping the GC workforce with modern workplaces and secure devices; while aligning to best practices specific to the judicial sector, such as recommendations from the Blueprint for the Security of Court Information.

IT-03 – Technical Advisor, Enterprise Architecture (English or French essential)

This person will work with the EA lead and collaborate across the organization to define our target state, create roadmaps, develop application and technology standards, align technology implementations with the department’s strategies and priorities, and ensure considerations from all architecture domains (business, information, application, technology and security) inform decisions.

IT-03 – Client Portfolio Lead (BBB)

This person will work closely with one of CAS' business lines and play a pivotal role in understanding the client business unit's priorities, needs and wants, and liaise with ITSD to ensure that the right people and teams are mobilized to deliver digital services to meet the client's needs.

EC-07/IT-04 – Manager, Service Design (CBC)

This person will lead our business analysis and service design teams to embed human centered design practices into the way we work so that we can better understand user needs and the problems we want to solve, which will ultimately lead to the delivery of better solutions.

I Want to Join your Team, but Didn't Find the Right Job

Are you interested in joining our team, but quite find a good match amongst the positions described above? No worries! We're always looking for awesome people to join our team. Then don't hesitate to reach out (anthony.sheehan@cas-satj.gc.ca) and send in your resume describing why you'd like to join our team and what mix of responsibilities help you produce your best work.

How to Apply

If you are interested by one of the above positions, please send an email to anthony.sheehan@cas-satj.gc.ca with the following information:

  1. What position you are interested in and why
  2. Why you think you would be a good fit
  3. Your latest resume, including your current classification and your language profile

Disclaimers and additional information

Staffing Process

First and foremost, this page is used to encourage at-level public servants to come work at CAS through a secondment, deployment or Interchange Canada agreements. GC Free Agents are more than welcomed!

If no at-level candidates are found, a competition may be used to staff a vacant position. Keep an eye out for open positions posted on jobs.gc.ca.

Although each hiring process is different, here’s a video that provides an overview of each of the steps and provides tips on navigating the application process in the GC.

Classification

To accelerate staffing, some of the opportunities listed here are being shared in advance of being formally classified. Meaning that the proposed language profiles, levels and groups - which impact rates of pay - are tentative and may change following the results of a formal classification assessment.

Rates of Pay

For those not fully familiar with the rates of pay and terms of employment in the public service, please consult the collective agreement relevant for each of the positions.

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