Nassima Zobir-Bouguerba

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· Drive CAS’s departmental transformation efforts, developing, promoting and institutionalizing a cultural change across the CAS to increase cross-organizational harmonization between CAS’s and the Courts priorities.

· Accountable and responsible for providing leadership and direction on the CAS’s strategic and business planning, development and reporting processes; its transformational agenda and approach; and the development and horizontal implementation of the corporate management framework and internal governance practices.

· Leading the development and horizontal execution of CAS’s multi-year transformational agenda and action plans, including related approach to quality control and project management.

· Overseeing the development of all of the CAS Treasury Board (TB) Submissions and Memoranda to Cabinet (MCs) for the signature of the Minister of Justice; and lead the development of Key Corporate Reports. The development of the Departmental Plan Report, Departmental Results Report, Strategic Business Plan, Integrated Business Plans, Business Cases (Support for Federal Budget requests; Annual Report, Management Action Plan in response to Audits, Policy Frameworks. CAS Annual Report to Parliament).

· Developing and implementing the CAS-wide internal and external communications strategies and policies.

· Co-Chaired Senior Level Committees such as Chief Administrator Anti-racism Consultation and Action Committee. As co-chair, I am engaging with CAS leadership and maintain ongoing discussions on various CAS strategies and action plans related to the diversity, inclusion and anti-racism portfolios.

· I am accountable for a full delegation of a budget, which includes salary ($2.7 M) and operating and maintenance (O&M) of $350,000 including forecasting, reporting, monitoring and full signing authority.

· Accountable for setting the vision and direction to deliver a Change agenda across DoJ. Being credible subject matter expert in transformational change, I was responsible for leading,
and planning the change portfolio, ensuring that the DM Vision project is delivered on time and within budget.

· Since March of 2020, I successfully established the Directorate of Change Management and Business Transformation as the center of expertise on business improvement, culture change and service management.

· Since April 2021, I have been responsible for implementing the TBS Policy on Service and Digital as well as leading the service transformation initiatives at DoJ. I supported the Director General of the Legal Practices Branch in his departmental Service Lead role. I made great strides to advance both the change management and the service agenda.

· In September of 2021, I created a Design and Experimentation Center at DoJ on the use of ideation, design thinking, experimentation, user experience and user interaction design and co- creation principles and tools to improve services at DoJ.

· I successfully launched series of change and transition workshops for senior managers and JUS employees, including Departmental Legal Service Units across Canada. Over 1000 employees took part in these programs.

· Advanced the department’s change agenda by raising Justice Employees and managers’ awareness of their personal change styles, adaptability and resiliency; through training, engagement and coaching.

· Made significant strides in moving the service agenda at Justice, directly supporting my Director General in his role as the Departmental Lead for Service. I have also been instrumental in managing and coordinating departmental reporting to Central Agencies (i.e. Management Accountability Framework and JUS service inventory). I provided support on management of change to all staff, including executives on how to adapt and build resilience during this pandemic.

· Provided strategic and expert advice to the ADM and the DG on overall requirements of compensation advisors and their learning/training needs to ensure their offices deliver on their strategic business objectives to the Pay files.

· Oversaw the Change and Leadership Directorate and was directly accountable for the success of three key portfolios serving over 3000 employees across Canada: leadership development, culture change, resilience, and well-being in the workplace.

· Advanced the culture change agenda: influencing shifts in mindsets, attitudes, beliefs, behaviors towards a healthy workplace. I worked closely with DGs of each sectors, namely the Miramichi Pay Centre, Compensation Sector and the Client Call Centre in finding the best solutions to shift the organizational culture.

· Led the people side of change management and transformation initiatives within the Compensation Sector (CS) and IBM. By successfully implementing an organizational change strategy for leaders and staff, I was able to change working conditions and inspire PSPC employees who have, thus far, been challenged with Phoenix to successfully navigate the complexities of end-to-end processing of pay.

· I was responsible for directing the delivery of leading-edge leadership and learning products and services as well as overseeing the design of change initiatives and engagement activities targeted to employees of both the Pay Administration and HR-to-Pay branches. I was also responsible for building a learning organization that promotes innovation, risk- taking and collaboration by establishing in- house operational activities and implementing several programs that specifically address the department’s organizational needs.

· Successfully launched series of leadership programs for senior managers and frontline employees at the Pay Centre in Miramichi, including all the satellites offices across Canada. Over 150 participants took part in these programs.

· I was responsible for a team of 18 employees (FTE’s) and 6 contractors to deliver, advise and oversee the implementation of innovative responses to branch-wide priorities and challenges of PSPC Pay Branches. I ensured that the strategic and business priorities, plans and resource expenditures of our branch fully reflect and are aligned with the ADM’s vision and mission.

· Provided human resource management and supervision, including planning, guiding, coordinating and evaluating the work of staff; providing guidance, supervising and conducting the performance evaluations and management of employees.

· I was accountable for a full delegation of a budget, which includes salary ($2.8 M) and operating and maintenance (O&M) of $280,000 including forecasting, reporting, monitoring and full signing authority.

• Developed the Aspiring Directors Program including the design and delivery to ensure that the program content and outcomes are targeted to the specific requirements of the Blueprint 2020 promoted by the Government of Canada
• Developed, facilitated and managed the educational component of Aboriginal Leadership Development Initiative (ALDI)
• I used an innovative approach to highlight Aboriginal culture and perspectives, allowing participants to develop their aptitude for leadership in the Public Service
• Provided strategic advice to senior management on the major transformation and enhancement of the learning products of the Canada School of Public Service
• Evaluated the effectiveness of learning materials by developing mutli-level evaluations
• Acted as the focal point for data collection and advice on research projects, analyzed data, and prepared the department's presentations, while maintaining the momentum for new leadership program
• Provided functional direction and support to four regions across Canada for the in- person and service delivery program in accordance with program guidelines
• Delivered One-on-One Coaching with personally tailored coaching programs including (360 and EQ-i feedback) to both Aspiring Directors and Executives in the public service across Canada
• CSPS

• 05 & acting PE-, Strategic role as program manager responsible for the evergreen designing and delivery of 6 week (3 phases of 2 weeks each) leadership program for Aspiring Directors at EX minus 1 & 2
• Co-facilitated with external consultants Direxion program
• Coached and debriefed learners with psychometric instruments
• Researched and organized Canada-wide learning tours to enable learners to meet and interact with leaders from different levels of government, private sector and non- governmental agencies for discovering innovative strategies and practices as leaders in a complex society
• Liaised and collaborated with various agencies and partners to create engaging events
• Participated on various Indigenous communities to develop mutual learning activities
• Facilitated activities during learning tours to maximize the learner’s participation and acquired experience
• Managed contracts with external consultants and experts
• Managed a group of 9 employees

• Award of Excellence recipient for outstanding teamwork contribution.