Senior and Organizational Design and Classificatio

6. 0 TASKS

Each Task Authorization will specify the Tasks to be completed. The contractor’s resource(s) may be required to perform, but not limited to, the following:

• Attend and participate in a kick-off meeting with the CNSC Classification section to clarify the proposed approach, work plan, and schedule to ensure achievement of this project.
• Develop a work plan based on the outcomes of the kick-off meeting, that may include:
  • clearly defined project approach, methodology, deliverables, timelines, dependencies and key milestones
  • identified roles and responsibilities for both the Contractor and the CNSC
  • a stakeholder engagement approach
  • a risk management approach and mitigation strategies
  • a clear understanding of the organizational review objectives and expected outcomes
  • a realistic schedule that supports completion of project timelines
  • sufficient detail to guide project executive and monitor progress
• Describe the methodology and planned approach for the consultations/benchmarking, developing design scenarios, and risk assessment plan.
• Collect and analyze data to provide a current state assessment report which may include:
  • reviewing unprotected organizational documentation – example job descriptions, job family charts, organizational charts, reporting relationships, roles and responsibilities, key functions, strategic plan, strategic workforce plan, transformation plans, governance documentation, delegation charts
  • identifying organizational strengths, weaknesses, gaps, inefficiencies, risks and opportunities
  • analyzing current capabilities, workforce considerations, and operational challenges
  • summarizing key findings and recommendations
  • identifying implications for future organizational design considerations
• Confirm clear understanding of CNSC’s operating context over the next 10 years. Example – Government of Canada priorities and policy direction, digital transformation and impact of artificial intelligence, expansion of the nuclear industry into new communities, and emerging nuclear technologies.
• Provide a benchmarking report that includes at a minimum:
  • benchmarking against leading domestic and international regulators, including those working in the energy, nuclear and security sectors.
  • key similarities and differences
  • insights that directly inform future-state organizational design options
• Conduct interviews, focus groups and consultations with CNSC executives, internal services, and other stakeholders; synthesize both qualitative and quantitative insights.
• Collect and analyze data to provide a current state assessment report that includes key findings and recommendations.
• Confirm the business outcomes and organizational capabilities that the organizational design must enable.
• Provide and facilitate finalization of future state organizational design principles with the senior executive team.
• Provide a report with at least 3 future state organizational design options that includes at a minimum:
  • Structural options, lateral process capabilities that drive efficient and effective decision making and work completion.
  • Different models of work should be considered, such as matrix, functional and hybrid.
  • How each option addresses issues identified in the current state assessment
  • Recommendations grounded in evidence and rationale
  • Identification of the recommended model based on the strategic and operational requirements of the CNSC with supporting rationales
  • An implementation roadmap with key activities, decision points, plan phasing, dependencies and clear articulation of the change impacts
  • Implications for people, processes, governance and organizational capabilities
  • Sufficient detail to support Executive Team consideration and decision-making
  • evidence and analysis conducted throughout the engagement
• Prepare ad hoc advice and presentations that:
  • Clearly communicate key findings, conclusions and recommendations
  • use concise language, effective visuals and logical organization
  • clearly identify decisions, considerations and risks requiring executive attention
  • demonstrate alignment with findings from the current-state assessment and benchmarking activities
  • are suitable for the Executive Team, senior management and governance body discussions
  • address feedback provided by the Project Authority and Executive Team, where applicable
• Prepare advice on communication and a communication plan which may include:
  • Key stakeholder groups and their information needs
  • defined communication objectives, key messages and communication channels
  • communication activities aligned with project and implementation milestones
  • communication risks and mitigation strategies
  • responsibilities, timelines and approval processes
  • be suitable for use by senior leadership throughout implementation
• Prepare change management plan and related advice which may include:
  • Organizational impacts associated with the proposed organizational design options and/or recommended future state
  • Stakeholder readiness and potential areas of resistance
  • strategies to support adoption and transition
  • stakeholder engagement activities throughout implementation
  • change risks and mitigation strategies
  • leadership roles and responsibilities for managing change
  • success measures and mechanisms to monitor adoption and effectiveness

Interact with and provide updates to the senior management team including the President.