Clerks Speeches and Messages

THE HEAD OF THE PUBLIC SERVICE AWARD

Presentation by
Mel Cappe
Clerk of the Privy Council,
Secretary to the Cabinet and
Head of the Public Service

Hull, Quebec

December 2000

MESSAGE FROM THE CLERK OF THE PRIVY
COUNCIL, SECRETARY TO THE CABINET
AND HEAD OF THE PUBLIC SERVICE
MEL CAPPE

It is fitting, on the occasion of the first Head of the Public Service Award ceremony of the new millennium, that each of the winners we honour today is being recognized for their true vision and innovation. These men and women, working individually or as members of teams, have worked hard to ensure that the Public Service of Canada will continue to be strong and effective for future generations. The winners have portrayed excellence in values and ethics, policy, service delivery or valuing and supporting people. Some have applied various technologies to overcome the barriers of geography or to preserve our environment for the future. Others have created new ways to manage processes and motivate people. Still others have strengthened the values that we, as public servants, have held in common for a great many years—democratic, professional, ethical and people values.

All Canadians will share in the benefits of the accomplishments of these talented and dedicated men and women. Also, employees of the Public Service will enjoy a workplace that is more flexible, adaptive and responsive.

I invite you to join me in recognizing this year’s recipients of The Head of the Public Service Award. Thanks to their efforts, we are able to gather today to celebrate achievements of the past that will contribute to a modern Public Service of the future.

 THE HEAD OF THE PUBLIC SERVICE
AWARD

The Head of the Public Service Award recognizes employees who best exemplify the work of public servants in meeting the challenges outlined in the Clerk of the Privy Council’s Annual Report to the Prime Minister on the Public Service of Canada. The Award consists of an inscribed trophy and is presented annually by the Clerk of the Privy Council, Secretary to the Cabinet and Head of the Public Service.

For centuries, new immigrants to Canada have contributed to the progress and success of our country, as well as to the richness of our shared cultural life. In order for immigration to contribute fully to Canada, the integrity of the process by which applicants are screened and admitted must be maintained. Much of that responsibility rests on the shoulders of Canadian visa officers such as Daniel Dragovich and Jean-François Hubert-Rouleau.

Working out of the Canadian Embassy in Damascus, Syria, the two officers noticed a suspicious pattern of what appeared to be fraudulent documentation related to a large number of applications. In the fall of 1999, and on their own initiative, Mr. Dragovich and Mr. Hubert-Rouleau interviewed a number of these applicants and uncovered what now appears to have been a major immigration fraud ring centred in Jordan. Their work resulted in more than one hundred suspicious files being referred to the Royal Canadian Mounted Police (RCMP), which is now continuing the investigation and working alongside Jordanian authorities.

For their devotion to the important work of protecting the security of Canadians by refusing entry to people using false documentation, and for their high ethical standards, Daniel Dragovich and Jean-François Hubert-Rouleau have earned the praise of the RCMP, the appreciation of all Canadians and the honour of being selected as the first-ever recipients of the John Tait Memorial Head of the Public Service Award for Values and Ethics.

 EXCELLENCE IN POLICY CATEGORY

Reducing greenhouse gas (GHG) emissions by 6 per cent from 1990 levels between the period 2008 and 2012 is a daunting task, especially given our energy-intensive economy. But the members of the Climate Change Technology Early Action Measures (TEAM) Team are already making major strides toward that goal. As champions of change, the members of TEAM are cost-sharing the development and visible demonstration of GHG mitigation technology to help Canada meet its commitment under the Kyoto Protocol.

TEAM’s highly co-ordinated interdepartmental effort has been underway as part of the federal government’s climate change initiative since 1998. The program’s incremental financing and extensive networking has brought together partners within the industry, in communities and internationally to encourage additional investment in innovative technology to reduce GHG emissions. Horizontal management through existing federal programs has been the key to rapid success with minimal additional bureaucracy.

To date, 56 domestic and 16 international partnerships have been approved under TEAM, for a total investment of $700 million. This has been accomplished on the strength of a $60-million federal investment by TEAM. TEAM’s community projects have attracted $214 million in new technology investment by municipalities, Aboriginal communities and industry. A further $150 million of foreign government and private sector investment in international projects has provided opportunities for Canadian companies. Industry has committed $224 million to GHG mitigation technology development under TEAM. Many other federal programs have redirected their efforts towards GHG mitigation technology with an investment of $48 million.

In total, the application of technology from current TEAM projects has the potential to reduce GHG emissions by an estimated 50 megatonnes over the next ten years—a very significant contribution to meeting Canada’s commitment under the Kyoto Protocol.

Initiating policy change within any organization can be difficult. But when the major forces of industry are aligned with a traditional bureaucracy, it takes an uncommon person to go against the flow. Mike Connolly is one such person. His dogged determination is responsible for changing the way radio spectrum frequencies are assigned in Canada.

With an explosion in wireless communications about to occur, Mr. Connolly recognized that the comparative evaluation of new licence applications was unnecessarily time-consuming, costly and somewhat unfair—especially to taxpayers. In its place, he proposed an auction whereby prospective licensees—large and small—could compete on a relatively equal footing. But before he could convince the Minister, he had to tackle strong opposition from within his own department and from industry. At each opportunity, he worked diligently to make his case about the benefits that a spectrum auction policy would provide, identifying four basic benefits for Canadians: a fair economic return for the use of a valuable public resource, avoidance of time-consuming and potentially costly post-licensing legal action by unsuccessful applicants, creation of a known regulatory environment where parties can make knowledgeable decisions about their investments, and retention of full policy-making powers by the Minister of Industry.

He overcame initial scepticism and convinced his colleagues to try it. In fact, it was mainly because of Mr. Connolly that many industry executives became supporters. The first auction proceeded and it was a resounding success: 258 licences, the largest number ever awarded in a single process, were issued to 12 different companies that paid more than $171.8 million in fees. Not only has the new process earned the near-unanimous praise of industry, but it is now also being adopted by country after country around the world.

In the words of one of his nominators, "Mike displayed all the characteristics one would expect to see in a superior public service manager: unflagging commitment to the public interest, consistent articulation of an aggressive yet tangible goal, trust in the skills and abilities of staff working for him, and unwavering support for project team members."

An internationally acclaimed water resource specialist with experience in the public, private and academic sectors, Aly Shady has been instrumental in shaping water resource management policies in Canada and around the world for more than three decades.

On the academic side, Mr. Shady’s activities have included publishing more than a hundred scientific articles and teaching various university courses. At McGill University, he spearheaded the establishment of the Centre for Drainage Studies and the master’s degree program in drainage engineering.

As the first Head of the Irrigation Sector with the Canadian International Development Agency, Mr. Shady was directly responsible for the development of water resources in more than 35 countries in Africa, Asia and the Americas.

In 1980, he contributed to the G7-sponsored flood action plan for Bangladesh and, in 1997, to the Canadian paper on water for the Denver G7 Summit. As a team member of the International Programme for Technology Research on Irrigation and Drainage funded by the World Bank, the United Nations Development Program, and the Food and Agriculture Organization, he played a major role in developing better water management for food production and rural development.

Combining a vast theoretical knowledge of water resources with his very practical experience and solid management skills has made Aly Shady particularly effective in his role as a policy "visionary." Awarded the gold medal of the World Water Council in The Hague this past March, Mr. Shady is one of only two Canadians inducted as a life member of the International Water Academy in Oslo, Norway. Recently, he was also invited to join the newly formed Club of Tokyo, which brings together 14 of the world’s most influential government ministers, senior executives, scientists and leaders in water issues, and places Canada alongside the leading nations of the world.

EXCELLENCE IN SERVICE DELIVERY CATEGORY

Every year, Fisheries and Oceans Canada deals with as many as 190,000 transactions worth $43 million to manage the commercial fishing registration and licensing system. While fishers want to fish and Fisheries and Oceans Canada wants to develop and implement programs, both sides agree they want less paperwork.

Since 1997, David Balfour and Arthur Willett have worked in partnership with the banking sector to develop a new payment system that meets the requirements of all the financial institutions in Canada.

This impressively simple and effective system now allows fishers to pay their licence and vessel registration fees at any financial institution, by mail or by phone. Through optical reading equipment technology, the data are verified and sorted immediately. Staff can now access electronic files of statements of transactions to see who has paid how much and on what date. This is a true model of hard work using partnership and innovation to deliver better service to Canadians.

The project has involved an internal working group to which a number of other departments and private sector staff have contributed. Mr. Balfour and Mr. Willett are being recognized for the leadership and insight they demonstrated to overcome the challenges presented to them.

Over the course of his 23-year career at National Defence, Dr. Prakash Bhartia has developed an international reputation for expertise in the field of electromagnetic systems. His recent appointment as a Fellow of the Royal Society of Canada has allowed him to join the ranks of a select few members of the Public Service of Canada who have been so honoured.

The accomplishments of Dr. Bhartia go well beyond theory to include a number of important advances in systems that are currently in use by the Canadian Forces. The results of his leadership and expertise can now be found in applications as diverse as microstrip transmission lines, microstrip antennae, radar communications and navigation systems.

Indeed, his personal contributions and direction have allowed Canada to become a world leader in Integrated Navigation Systems. These systems provided the Canadian Forces with an unprecedented ability to position their navy vessels accurately in order to effectively and safely accomplish their missions.

Dr. Bhartia is also noted for his scientific and technological leadership, serving as a Director General of Research Establishment Ottawa and leading international research and development efforts as part of the five-nation Technical Co-operation Program.

In sum, Dr. Prakash Bhartia has demonstrated that service excellence can often come in the form of rigorous scientific and technological innovation that is designed to help clients overcome challenges in Canada and around the world.

In her role as Director of the Lakeside Human Resource Centre of Canada, Deborah Briggs has demonstrated service delivery excellence in a number of key areas. Her goal of providing better service was achieved by integrating service delivery among various levels of government, community partners and agencies; building strategic partnerships with private, volunteer and non-profit sectors; and using information technology to improve access to programs and services, as a first step towards e-government. The result of these efforts is sustained improvement in client service and satisfaction.

In 1997, Deborah Briggs worked with Toronto Social Services to develop, implement and evaluate a client-centred approach to one-stop service in an urban environment for their common Employment Insurance and Income Security Program clients. Findings from a recent Ekos evaluation indicate that the co-location has successfully met its initial goals and objectives. Namely, clients rated the service as improved and clearly supported the model proposed by Ms. Briggs four years ago. The end result is enhanced client service and an improved level of efficiency and effectiveness in service delivery for two levels of government and community partners.

This is an example of vision, determination and hard work undertaken to transform an organization-based perspective into a client-first perspective. Co-locations and partnerships have become models of intergovernmental co-operation and community participation for the benefit of all Canadians, thanks to the hard work of people like Deborah Briggs.

Professionalism, integrity and effectiveness as negotiators: three qualities that keep coming up when colleagues and collaborators describe Dr. Gilles Dulac and Dr. Bertrand St-Arnaud. These two experts in veterinary science managed a technically complex negotiation with Chinese authorities to develop and sign the Canada-China Pork and Beef Protocols this year. The negotiation process was carried out over a four-year period during which time these Canadians earned the respect and trust of their Chinese counterparts.

Following rigorous standards and a scientific approach, Dr. Dulac and Dr. St-Arnaud built a relationship over a period of ten years to train their collaborators both in Canada and China. They meticulously investigated the scientific facts behind the Canadian position, collected the latest scientific evidence from around the world and patiently persuaded the Chinese of the correctness of the Canadian approach.

With the signing of the Canada-China Pork and Beef Protocols, Canada became one of the first major meat exporters to secure certification for the export of beef and pork products to China. By gaining access to this attractive and growing market, Canada has earned an opportunity that should result in hundreds of millions of dollars in export over the next five years. This achievement has already attracted inquiries from foreign governments about how to negotiate these complex and delicate agreements successfully. Our recipients, Dr. Gilles Dulac and Dr. Bertrand St-Arnaud, have earned recognition and appreciation from the Canadian pork and beef industries, and from our embassy in Beijing with whom they worked closely throughout the negotiations.

Offering excellence in service delivery in the Canadian taxation environment is a challenge in and of itself. To nearly double, within one year, telephone accessibility to the Canada Customs and Revenue Agency might be considered a challenge too daunting for some to even contemplate. But David Miller accepted the challenge, and met it. In fact, his achievements have exceeded expectations.

In the last decade, Mr. Miller developed a number of programs involving both horizontal and vertical integration of electronic services and requiring interdepartmental and intergovernmental partnerships, as well as partnerships with the private sector.

Part of Mr. Miller’s success lies in his ability to use information technology for the delivery of services. For example, the NETFILE initiative invited 3.8 million Canadians to file their tax returns over the Internet for the 1999 tax year. With a take-up rate of more than 10 per cent, the success of NETFILE has greatly exceeded expectations. The Public Key Infrastructure initiative for federal-provincial data transmission related to the Child Tax Credit program is another example of Mr. Miller’s pioneering vision brough

t to life. He also championed the development of Corporate E-File, in partnership with Human Resources Development Canada and Industry Canada, to allow incorporators to apply for a business number at the same time as they submit articles of incorporation under the Canada Business Corporations Act.

Mr. Miller is well known for his hard work, his common-sense attitude, and his capacity for managing complex initiatives within limited time frames and budgets. Throughout his career he has earned the respect of many who seek his views on a wide range of issues. David Miller long ago realized that Canadians expect the government to keep pace with other industries and he has constantly championed innovation in improving service delivery. His work has helped the Government of Canada meet and exceed the expectations of Canadians.

In order to assist in the transformation of the Public Service of Canada into the workplace of choice for current and future employees, the Treasury Board of Canada Secretariat, supported by Statistics Canada, The Leadership Network and the Public Service Commission of Canada, undertook one of the most far-ranging employee surveys ever conceived in Canada. The first-ever Public Service Employee Survey was designed to obtain the views of federal employees on their workplaces and to identify how those workplaces can be made more supportive of employees’ well-being, diversity, career aspirations, and their learning and professional development needs.

Across any single department or agency, such a survey would prove to be an enormous undertaking. However, the Public Service Employee Survey Project Team did not flinch when called upon to survey the entire 190,000 employees of Canada’s Public Service, who are spread over 70 departments and agencies, in all regions of Canada and in missions around the world. Indeed, their professionalism, exceptional skill and commitment are credited with ensuring that the survey was a success.

In spite of the heavy workloads of all public service employees, the Survey Team attracted public service-wide support, including that of public sector management and unions. They also succeeded in demonstrating to public servants that the questions were relevant to their interests and concerns. Perhaps even more significant was their achievement of a 55-per-cent response rate from a fully representative sample of employees.

While the survey findings are already being employed in the formulation of new policies in areas such as human resources, the first employee survey itself stands as a major milestone in the evolution of Canada’s professional Public Service. It is a testament to the commitment of public service leaders and to the development of a workplace culture based on continuous learning, improvement, innovation and transparency.

The creation of Canada’s national Tomb of the Unknown Soldier was a singular event. It was marked by reverence for all who have laid down their lives for our freedom and it stands as an enduring tribute to those who served their nation on battlefields and peacekeeping missions around the globe.

As a Millennium Project, it also represented an extraordinary strategic partnership forged across government departments and with outside organizations, all spearheaded by the Royal Canadian Legion. The complicated logistical aspects of the project required the team to co-ordinate all of the ceremonial and diplomatic requirements in both France and Canada.

Two years of planning went into the creation of the Tomb of the Unknown Soldier, including the selection, disinterment, transportation and repatriation of an unidentified Canadian soldier from a cemetery in the vicinity of Vimy Ridge in France. A grateful nation mourned anew as the body lay in state for three days in the Hall of Honour in the Centre Block on Parliament Hill. The Unknown Soldier was then transported aboard a horse-drawn gun carriage for the short procession to the site of a specially prepared sarcophagus in front of the National War Memorial.

An estimated 15,000 people crowded Confederation Square in solemn silence and a nation watched on television as the slow beat of drums muffled by black cloth and a 21-gun salute marked the committal service of the Unknown Soldier to his final resting place.

The members of the Tomb of the Unknown Solider Implementation Team helped leave a lasting tribute for all Canadians to those who have sacrificed their youth for peace and freedom. They took an idea and turned it into a reality of granite and bronze. Theirs is an achievement that is truly monumental.

Today Canadians enjoy the benefits of phenomenal trade growth and economic prosperity that are anchored in a rules-based trading system. This system provides predictable and secure access to global markets for Canadian goods and services in an increasingly complex and interdependent world, where trade goes hand in hand with sustainable development, peace and security. Participation in this system has heightened the need for effective advocacy, both in the negotiation of rules and in ensuring respect for the rights and obligations established under trade agreements. Leading the way for Canada is a team of lawyers, paralegals and support staff from the Trade Law Division of the Department of Foreign Affairs and International Trade and the Department of Justice Canada.

Over the past year, the members of this team have effectively represented Canada in an unprecedented number of critical cases before the World Trade Organization, as well as under the North American Free Trade Agreement and the Canada–USA Softwood Lumber Agreement. These cases have covered a wide variety of key economic sectors: dairy, fisheries, automotive, aerospace, minerals and forestry.

Many of these cases have far-reaching domestic and international consequences, with a direct impact on the Canadian economy and the prosperity of Canadians. For example, in the aircraft case Canada successfully challenged Brazil’s illegal export subsidy practices.

The members of the Trade Law Division have demonstrated their teamwork, dedication and unfailing professionalism in maintaining an exemplary level of service. They have earned high praise from their clients, provincial governments, industry leaders and many others. In 1999 they were honoured with the Award for Trade Service from the Minister for International Trade.

Monique Boudrias has made a significant contribution in the realm of human resources management throughout her career in the Public Service. She is a recognized leader both in her own department and across the Public Service, in part because of her participation in the Human Resources Council which she has chaired for the past several years.

As Assistant Deputy Minister, Human Resources – Civilian, Monique Boudrias has had to face a number of significant challenges through the years, including major reductions of staff greater than those of most other departments. Mrs. Boudrias focused attention not just on numbers, but on the morale, career plans and grievances of those affected. She demonstrated leadership in the development of the Employability Strategy to prepare employees to compete for positions both within and outside the Public Service. Her overall approach has been described as one that "fosters a positive spirit of rejuvenation and renewal."

Mrs. Boudrias has worked constructively with union representatives during some challenging times. Her caring and supportive nature have earned her the praise of bargaining agents, as have the numerous and successful programs she has helped to develop and implement. These programs include a new, integrated harassment policy; a single performance management program that applies to both military and civilian personnel; an alternative dispute resolution system; and joint union/management committees to govern the approach of National Defence to the Universal Classification Standard project. She can also be credited with implementing the first departmental scholarship program.

Mrs. Boudrias has dealt with the challenges of the day while looking ahead to the future. She has frequently been described as a mentor who challenges her staff and presents them with opportunities to grow and demonstrate their full capacity. She has also worked hard to promote the recognition and development of women at National Defence.

Monique Boudrias’ leadership, innovation, genuine concern for others and win-win approach to her work have earned her not only the respect of human resources employees at National Defence and throughout the Public Service, but also the title of "Madame of HR."

Bob Chartier has set a bold, new standard in terms of the number of public servants that one individual can reach directly and influence in a lasting, positive way. One estimate puts that number as high as 30,000 in the last two years alone. Mr. Chartier was able to reach so many people thanks to an exhausting travel schedule, an innovative use of modern technology, and above all, a level of enthusiasm for the work of the Public Service that is truly inspirational.

As a corporate management specialist for Indian and Northern Affairs Canada, Mr. Chartier’s circle of influence began in his own department. At Indian and Northern Affairs Canada he pioneered techniques to improve the information exchange and decision-making processes and produced the practical publication, Tools for Leadership and Learning, which describes innovative ways to practise leadership and learning in the workplace. Recognizing the strength of Mr. Chartier’s approach, The Leadership Network struck a unique partnership with him in the fall of 1999, so that he could share his skills and knowledge with the entire Public Service.

Mr. Chartier’s attention to detail, his tireless efforts, and his ability to put people at ease no matter what their level in an organization, have made him a much sought-after speaker and facilitator. The people who have seen Bob Chartier at work describe him as a man who practises what he preaches: leadership, serving citizens and confronting bureaucracy on a daily basis, all with immense pride.

Mr. Chartier’s influence extends far beyond those people he reaches through his presentations and facilitation. His publication, and his "Tool Shed" section on The Leadership Network’s Web site, have earned him the nickname "Tool Man." Both of these projects continue to earn high praise for their proven ability to help people solve problems and change the way business is done within the Public Service of Canada. Through his spoken and written words, and through his actions, Bob Chartier has consistently demonstrated the power of "valuing and supporting people."

In order to maintain its status as one of the world’s leading national statistical agencies, Statistics Canada must continually recruit and develop highly qualified and talented individuals in a number of specialized fields, including the social sciences, computer science and mathematics. In a decade of budget cuts, Program Review and increased competition for knowledge workers, the challenge of building a highly skilled and well-trained professional workforce has never been greater. Much of the credit for the success enjoyed by Statistics Canada in this area rests with David Dodds, Chair of the Agency’s Recruitment and Development Committee.

Now in its 13th year, the Recruitment and Development (R&D) Program that the Committee oversees hires 250 to 300 select individuals each year. Program highlights include mentoring, rotational assignments matched to career goals, and evaluation for assignment. As the driving force behind the R&D Program since its inception, Mr. Dodds has instilled a common philosophy and established a core of best practices within his entire Committee. He has involved line managers on a voluntary basis, drawing on their recruitment and development skills and listening to their concerns so that the program continues to meet their needs.

The results of the R&D Program speak for themselves. The Program now affects 70 per cent of the workforce at Statistics Canada. Throughout the era of downsizing, this Program helped Statistics Canada maintain its "no layoff" policy. Supply and demand for recruitment was carefully balanced by the R&D Committee and a process was put in place that allowed current employees to compete with university graduates for acceptance into the R&D Program.

As the champion and leader of the Recruitment and Development Program, David Dodds has brought vision, a collaborative approach and an unwavering insistence on the principles of employment equity to his work. The positive impact on Statistics Canada can be felt today and will be evident for many decades to come.

As the Head of the Public Service Commission of Canada’s Language Assessment Unit for Quebec and the Atlantic Region, Paulette Girouard oversees a team of skilled individuals who assess the official languages skills of applicants to the Public Service of Canada as well as current employees. Her management approach has won her wide praise and a reputation for being a masterful facilitator and mediator, a true supporter of her staff and their career goals, and a dedicated champion of client service. As an individual, she has been described by her staff as professional, generous, caring and always upbeat.

Mrs. Girouard demonstrated all of these qualities over the past year as she set out to better recognize the skills and credentials of her staff by initiating the reclassification of the Oral Interaction Assessor positions to the professional ED-EDS-01 group. The assignment was not an easy one, requiring her to conduct research, consult with senior management, and rewrite and defend her proposal for reclassification. Her effort was ultimately successful and earned her the praise and gratitude of staff as well as a departmental award supported by senior management.

It is telling of this recipient that the new classification will benefit current and future assessors but not Paulette Girouard or her work. Hers was an entirely selfless exercise done for the benefit of her staff and the people they serve in the Public Service of Canada.

Revitalizing the Public Service of Canada is a top priority for public servants from coast to coast to coast. Supporting career development, creating a workplace of choice and building an organization committed to continuous learning are challenges faced by innovative leaders in all departments and agencies. The challenge, however, can be all the greater when working on behalf of employees who are geographically dispersed in an area as vast as Northern Ontario or the Algoma District. Jill Lang Ward’s abilities to build networks and mobilize people have made her a powerful agent for change in this part of the country. Small wonder, then, that her nomination was heartily endorsed by so many in these regions.

The list of Mrs. Lang Ward’s accomplishments is a long one, including her contributions to Natural Resources Canada’s Ontario Federal Council Secretariat in Sault Ste. Marie, organizing the Great Lakes Forestry Centre Wellness Fair, establishing the Algoma District Joint Career Transition Committee and developing Middle Managers Connect, a newsletter to link middle managers in Ontario. Through it all, Mrs. Lang Ward also found time and energy to act as a mentor to a number of employees of the Public Service of Canada.

As long as her list of accomplishments is, many people cite her character and her approach as the chief reasons why she is worthy of recognition. Jill Lang Ward is noted for her professionalism, her genuine commitment to employees and her immense pride in the work that she does. In all of her professional obligations, she demonstrates an ability to create networks and mobilize the collective efforts of people—no matter how far apart they may be. The result is a better workplace with greater opportunities to learn and grow for employees of the Public Service of Canada in her region. As one of her colleagues put it: "Jill doesn’t just support La Relève, she lives it."

It all began with one individual conducting research in potato-breeding at the Lethbridge Research Centre of Agriculture and Agri-Food Canada. Today, the Potato Program has grown to include five scientists and a dedicated support team and is recognized as much for its scientific accomplishments as for its innovation in human resources management—all thanks to the efforts of Dr. Dermot Lynch.

Dr. Lynch leads the people who have joined his team in a quiet, supportive manner, always putting quality of life and career development first. The three technicians on his staff are better able to fit career and parenting into their lives with the help of the job-sharing program he initiated more than ten years ago. His "family-friendly" approach also includes on-site scientific training, which recognizes that formal continuing education can be more difficult for those with young families.

Dr. Lynch is described as an influential mentor who challenges people to set and achieve high goals. His ability to see the true potential in people and his belief in employment equity have allowed him to build a program with the largest percentage of women and visible minorities of any program at the Lethbridge Research Centre. The people who work on Dr. Lynch’s potato breeding team are unanimous in their praise for the man who started it all: he is patient, respectful, flexible and supportive of their personal and professional growth. In short, he demonstrates all the qualities of a worthy recipient of The Head of the Public Service Award in the category of Valuing and Supporting People.

David Mills began his career with Correctional Service Canada in 1966. His abilities and interpersonal skills have propelled him from a clerical position at Saskatchewan Penitentiary to his current position of Special Advisor to the Deputy Commissioner.

Mr. Mills has consistently shown his dedication to valuing and supporting people over the course of his 34-year career. Both his staff and the inmates with whom he has worked have appreciated the blend of compassion and professionalism he demonstrates.

The result of David Mills' confidence in people produced dramatic changes at Stony Mountain Institution (SMI) while he was Warden, particularly in the areas of strengthening staff morale and improving interaction between staff and inmates. These improvements allow the correctional facility to better perform its role of rehabilitating offenders and creating a safer society for Canadians.

Under his leadership, SMI recently implemented open-range walks for the first time in 14 years. In his typical manner, Mr. Mills was careful to consult all relevant parties, such as the Inmate Welfare Committee, so as to assure the appropriateness and the success of this initiative. His dedication to the people with whom he works is shown in many ways: he goes beyond the call of duty and maintains an open-door policy that keeps him interacting with the people in his environment.

David Mills was recently honoured for his diligence and goodwill by a group of inmates who presented him with an appreciation award for all his hard work on behalf of long-term offenders at SMI.

Under Article 23 of the Nunavut Land Claims Agreement, the Government of Canada agreed to provide incremental funding to assist Inuit pursuing professional education and training for employment. The objective was to achieve proportional representation for Inuit employees at all levels of government in Nunavut.

Over the past six years, Francine Gauthier and Marcel Fortier have focussed their efforts on achieving this goal by creating education and training opportunities for Inuit. They have both been dedicated to researching, developing and instituting dozens of education and training programs. Their initiatives range from Stay-in-School Programs for elementary school children to an Executive Master’s of Business Administration Program for Nunavut.

Mr. Fortier and Ms. Gauthier continue to support the Inuit goal of creating a public government for Nunavut that meets the employment objectives of Article 23. Statistics show that Nunavut has, in fact, made significant progress towards that goal. The percentage of Inuit employed rose from 34 per cent in the mid-1990s to 51 per cent as at April 1, 1999.

Mr. Fortier and Ms. Gauthier communicate a contagious enthusiasm about the dramatic changes taking place in Canada’s newest territory. For their outstanding contribution to these changes, they have been selected for The Head of Public Service Award in the category of Valuing and Supporting People.

Agriculture and Agri-Food Canada
Canada Customs and Revenue Agency
Canada Economic Development for Quebec Regions
Canada Information Office
Canadian Centre for Management Development
Canadian Environmental Assessment Agency
Canadian Food Inspection Agency
Canadian Heritage
Canadian International Development Agency
Citizenship and Immigration Canada
Correctional Service Canada
Department of Foreign Affairs and International Trade
Department of Justice Canada
Environment Canada
Fisheries and Oceans Canada
Health Canada
Human Resources Development Canada
Indian and Northern Affairs Canada
Industry Canada
National Defence
National Parole Board
Natural Resources Canada
Parks Canada
Privy Council Office
Public Service Commission of Canada
Public Works and Government Services Canada
Royal Canadian Mounted Police
Statistics Canada
Transport Canada
Treasury Board of Canada Secretariat
Veterans Affairs Canada
Western Economic Diversification Canada