Regional Symposia 2007-2008
Our Global Team:
Making it Happen for Canada

POR 222-07
Contract date: 25 Oct 2007
Contract Number: 08227-070271/001/CY Prepared by:

March 25, 2008

Prepared for:
Foreign Affairs and International Trade Canada
Lester B. Pearson Building
125 Sussex Drive
Ottawa (Ontario) K1A 0G2
To the attention of: Kevin.chappell@international.gc.ca

Executive Summary

What We Set Out to Do

The purpose of these symposia was to communicate with and engage management worldwide.

The symposia are a strategic initiative of DMT and the International Trade Senior Planning Committee. This is the first time we have involved all managers from across the organization in a discussion like this.

We are all working towards the same objectives - offices abroad, regional offices in Canada and Headquarters - the entire International Trade component of DFAIT.

SYMPOSIA OBJECTIVES

• Communicate the vision and direction of the International Trade component of DFAIT to employees worldwide
• Engage management around the world on the implementation of key departmental priorities
• Identify actions needed to improve communications with offices abroad and in Canada and key areas where Headquarters support should be targeted

EXPECTED OUTCOMES

• A report and action plan with key priorities and commitments for STCs at offices abroad and regional offices as well as Headquarters' divisions
• Concrete recommendations on implementing DFAIT's integrated commerce agenda at Headquarters, offices abroad and regional offices
• Improved engagement of management at Headquarters, offices abroad and regional offices

DIALOGUE OBJECTIVES

Dialogue 1 - "Setting the Course": Vision and Direction

1. Clarify the expectations of senior management to ensure a common understanding
2. Outline the context: geopolitical, alignment

Dialogues 2 to 5 - The Global Commerce Strategy: Today's Reality; Integrative Trade: Working Together to Make it Happen; Services / Clients / Partners; Managing for Success in Today's Reality

1. Communicate key departmental priorities
2. Clarify what we are trying to achieve - Global Operations / Trade Policy and Negotiations / Investment, Innovation and Sectors / North Amercia
3. Promote discussion on each topic
4. Consider the challenges
5. Recommend courses of action

Dialogue 6 - Connecting the Dots: Conclusions from the Symposium

1. Consolidate the discussions from the symposium
2. Outline proposed action items for senior management following the symposium

DIALOGUE OUTLINE (FIRST FIVE SYMPOSIA)

Dialogue 1 - "Setting the Course": Vision and Direction

• Overview of the today's business environment/integrative trade
• Direction and priorities for the Government and the Department
• Vision for International Trade component of DFAIT

Dialogue 2 - The Global Commerce Strategy: Today's Reality

• Current direction for the implementation of the Global Commerce Strategy (GCS)
• Update on our approach to integrative trade since the realignment of June 2006 in the context of the GCS
• Market plans for priority markets

Dialogue 3 - Integrative Trade: Working Together to Make it Happen

• Working with colleagues within DFAIT to achieve an integrated approach to our work
• June 2006 realignment of International Trade and changes to the structure of Headquarters, respective roles and responsibilities of branches and bureaus
• Role and interaction of offices abroad with Headquarters and regional offices
• Role and expansion of the regional network in Canada
• Partnering to serve clients

Dialogue 4 - Services / Clients / Partners

• Services to clients, including the proposed revised client and services definitions
• Differentiated services connected to today's reality (needs-based services)
• Horizons website, CDIA, CSR, TRIO and VTC

Dialogue 5 - Managing for Success in Today's Reality

• Business planning: priority setting, performance measurement
• Tools: TRIO, Dashboard
• Managing people/teams effectively (Canada-based staff, locally engaged staff)

Dialogue 6 - Connecting the Dots: Conclusions from the Symposium

• Linkages between the issues and the implications for our ability to deliver as an organization
• Commitments and action

LOCATIONS AND NUMBER OF PARTICIPANTS

1. Europe Region (November 2007 in Paris) - 24
2. Africa and the Middle East Region (December 2007 in Rome) - 16
3. Asia Pacific Region (January 2008 in Tokyo) - 29
4. North America Region (January 2008 in Ottawa) - 22
5. Latin America and Caribbean Region (February 2008 in Miami) - 24
6. Headquarters (March 2008 in Ottawa) - 120

THE RESULTS: CONSOLIDATED LIST OF ACTION ITEMS PUT FORWARD BY PARTICIPANTS.

Participants in the six symposia recommended the following list of action items for offices abroad and regional offices:

Communication

• Cascade to staff. Communicate to HoMs.
• Communicate more success stories which clearly show TCS impact/ attribution.
• Communication of expectations to other posts (Asia, Europe)
• Use new communications tools

Business Plans

• Send in Business Plans as soon as possible
• Show leadership by demonstrating Integrative Trade principles in upcoming business plans
• Review priority sectors as part of business plans
• Focus on new services implementation
• Anticipate client needs

Think Regional

• Think of 3^rdmarkets.
• Develop a more regional approach
• Investigate closer regional collaboration

Focus with Flexibility

• More focus. Fewer priority sectors.
• More disciplined approach/more realistic
• Be flexible. Don't "say no" too quickly
• Conduct Prioritisation exercise
• Focus on results and de-emphasize activities

Regional Offices

• Expand Regional Trade Networks (ROs)
• ROs to conduct outreach. New officers need a temporary duty at Post, and vice-versa.

Other

• Leverage Trade Policy Tools
• Augment the use of TRIO (e.g. for reporting)
• Better leverage our partners (one new partner at a time)

Participants also recommended a series of action items for headquarters:

From the Headquarters Symposium

• Define the Key Concepts - or at least, articulate them a little better
• Initiate separate dialogue regarding Corporate Services, i.e. Human Resources
• Review the TCS Brand
• More Experimentation. More pilot projects.
• Informal lunch ‘n’ learns to foster networks
• Investigate a "research and development" unit for the Department
• Direct directors-general to share issue with their counterparts

On Symposia follow-up and Articulating Integrative Trade

• Follow through on these Symposia and Plans
• Develop document on Integrative Trade for staff roll-out.
• "Listen more" and continue dialogue

Global Value Chains, Sectors and Teams

• Develop communities of practice around key global value chains with centres of excellence based in key decision-making centres.
• Investigate development of client intelligence WIKI
• Provide greater sectoral support
• Expand the Life Sciences Pilot and the Concept of Virtual Sector Teams

Business Planning and Performance Measurement

• Consolidate planning, reporting and performance measurement systems.
• Resolve Business Planning and reporting duplication.
• Evaluate posts based on use of e-Tools
• Introduce more flexibility in funding allotment, i.e. be nimble (e.g. ability to move budgets between travel, hospitality and CSF)
• Re-institute Client Survey or other client feedback mechanism

Tools

• Expedite alignment of tools with Integrative Trade (S&T, market access, user-friendliness). KISS principle.
• Allow for adjustment of client profiles in TRIO
• Develop conventions as to what to enter (and what not to enter) into TRIO
• Develop tools to assist in the implementation of Integrative Trade

Region-Specific

• Develop coherent policy and message on CSR (LAC)
• Link clusters in the LAC region and Canada
• Encourage more high-level engagement (MEA)
• Be more proactive on the region (MEA)
• Provide contacts and network (e.g. phone book) (MEA)
• Consolidate and integrate training in the region (LAC)

Regional Offices

• Provide enhanced investment and training for ROs and partners
• Provide more impetus (resources) for client acquisition through the regional offices
• Regional offices assume client acquisition
• Identify positions we can move from Headquarters to regional offices and posts

Miscellaneous

• Increase our capacity in project management
• Post-Support Unit has a role in client expectation management on Integrative Trade and new services
• Address issues such as Education Marketing (i.e. better communicate roles between IBD