• provide support to enable Transition Team to become self-sufficient for ongoing transition requirements and capacity building dimension associated with program growth;

1. Advise PSSI Managers and Directors on building strategic integration within the regional organization and engaging within respective DFO branches on any cross-program and cross-branch changes;

1. Develop a tailored feedback loop or mechanism for Transition Team to gather thoughts, ideas and comments from within their respective Branches;

1. Survey key Directors and Regional Directors on issues including but not limited to: employee feedback, implementation progress and reporting back to senior management on an on-going weekly basis as agreed upon with the project authority;

1. Develop an internal communications plan for Transition Team to share within their respective programs and branches; with the template to be provided by DFO Communications Branch; and

1. Develop an external communication plan to ensure consistency of messages between internal and external plans. This would be reviewed by the Project Authority and DFO Communications Branch staff.

1. Guide and advise the Team, which includes:
2. Organize and lead teleconference calls, MS Teams and face to face meetings when deemed necessary by the project authority.
3. Prepare agendas and material for meetings and associated logistics, with administrative support resource to perform note taking and record meeting minutes/action items.

iii. Engage with regional senior management, directors and managers in the most affected Programs via meetings, phone calls and emails, on issues related to project management;

1. Identify and develop strategies in relation to broader organizational culture change that may be required to support the implementation of the strategy.

2. Support the organizational realignment process, as outlined in article 2.2.3 (below), in particular, any program specific organization re-alignment that may be approved through that process and require change management support and expertise.

2.2.3 Organizational Realignment and Design Support

1. Review existing organizational structures, accountabilities, roles and responsibilities in the Pacific Region. This includes the following activities: a. Engage Regional Directors on program-specific organizational design;
2. Engage NHQ senior management on recommendations around governance and organizational structure upon the advice of the contract authority;
3. Conduct focus groups with management and staff within the Department; and
4. Create discussion papers and presentations for the processes above, including for senior management, with the review function provided by the project authority.
5. Evaluate the expected changes and additions to the program necessary for the Strategy’s implementation, along with new growth initiatives. Provide the following to senior management:
6. Recommendations on potential opportunities for organizational structure adjustments and realignments

1. Advice on an organizational design and structure that will facilitate the successful achievement of specified outcomes which includes:

• Defining accountabilities, roles, and responsibilities concerning new growth and programs; and

• Proposing options for internal governance structures that foster a unified model for delivering programs across the Region.

iii. Where specific recommended changes in organizational design are identified by the project authority, the resource will link these to the provision of program specific change management support (see above under Component 2.2.2). This includes:

1. Develop and implement program specific change management plans;
2. Lead and/or support on internal engagement;
3. Organize and facilitate change management related meetings via, teleconference, MS Teams, and in-person as deemed necessary by the project authority;
4. Prepare meeting agendas, meeting materials and meeting minutes;
5. Develop and track of a feedback mechanism for staff engagement to be considered by regional senior management; and
6. Develop an internal communications plan and an external communications plan as deemed necessary by the project authority

2.3 Location of Work:

• Location of Work: Work is to be performed remotely

2.4 Language requirement:

All work, Tasks and Deliverables need to be delivered in English.

MT2

The bidder must demonstrate that the proposed senior Project Leader/Executive resource has experience leading a program within ten (10) years of bid closing date, with a minimum value of $10 million (CAD, including taxes). To demonstrate experience, the Bidder must provide a project summary that must include all the following: a) Name of client organization; b) Name and email of a client reference from that organization; c) Value of the program (in CAD); d) Start and end date (month and year) of the proposed resource’s involvement on the project; and e) Description of the resource’s roles and responsibilities in the project.