Passport Canada

Note: This information was produced using AI analysis of the video presentation transcript and has not yet been reviewed and approved by the client or the consultant.

- The Canadian Passport Office is a special operating agency. It has 26 offices across the country, 550 employees, and an annual budget of about $50 million. A study conducted by Capelle Associates looked at the organization's structure to improve the passport production process.

The Issue:

  1. Need for Business-like Operations: The government's directive to special operating agencies, including the Passport Office, to operate in a more business-like manner.
  2. Outdated Procedures and Practices: Many procedures and practices were longstanding and unevolved, leading to inefficiencies.
  3. Isolation of Employees: Regional employees, especially those in remote locations, were isolated and not exposed to different working styles or methods.
  4. Variability in Management Styles: There was a wide range in management styles and engagement levels across different offices.
  5. Structural and Organizational Concerns: The organizational structure, particularly the roles of managers and supervisors, and the production process for passports needed review and improvement.

The Intervention:

  1. Organizational Study: Conducted by Capelle Associates to review documents, conduct interviews, and perform a time span analysis.
  2. Redefinition of Roles: Clarifying and strengthening the roles of managers and directors.
  3. Elimination of Management Layers: Removing unnecessary layers of management between managers and workers.
  4. Transformation of Supervisor Roles: Changing supervisors into lead hand roles, rather than management.
  5. Process Improvement: Focusing on improving the passport production process.
  6. Communication and Engagement: Sharing study results organization-wide and holding a manager's conference to discuss roles and responsibilities.
  7. Accountability Framework: Implementing a framework for clear deliverables and responsibilities.
  8. Strategic Planning and Management Committee: Establishing a committee for strategic issues and developing a multi-year strategic plan.

Results:

  1. Enhanced Managerial Roles: Managers had a clearer, more significant role with direct impact.
  2. Unambiguous Worker Direction: Workers received clearer instructions and direction.
  3. Strategic Focus for Directors: Directors were able to engage more in strategic initiatives.
  4. Improved Customer Service: The restructuring led to improved worker attitudes and service to customers.
  5. Balanced Service and Control: Achieved a better balance between providing service and maintaining control in passport issuance.
  6. Adaptable and Functional Roles: The supervisor's transition to a lead worker role facilitated more efficient office operations.
  7. Positive Organizational Change: Overall, the changes led to a more efficient, accountable, and adaptable organizational structure.

Project Information:

Industrial sector Types of organization Governance RO Stratum of the organization Number of Employees Labour relations Region Country
Government administration & services
It issues passports for Canada
Government
5
550 Unionized
North America
Canada
Types of interventions Specific functions targeted if any Strata in which RO interventions were used Approximate Years of project interventions
Levels of work complexity, Functional Alignment, Alignment of positions
CEO & general management, Operations or production
5, 4, 3, 2, 1

Link to other project-related information on the site:

Requisite Organization in the Passport Office

Video of a world conference presentation in 2005 and it's transcript

Summary
Robert Macphee discussed the transformation of the Canadian Passport Office, a part of foreign affairs and international trade, into a special operating agency. With 550 employees and a $50 million budget, the office faced a government mandate to operate more like a business. This led to a reevaluation of their business processes and organizational structure. Macphee noted variations in management styles across the 26 national offices, from hands-on to isolated approaches. A study by Capelle Associates revealed the need for structural changes, including reducing layers of management and redefining roles. The supervisor role was shifted from management to a lead hand position, addressing fragmented processes and accountability issues. Implementation involved sharing study results with all levels, redefining roles, and establishing an accountability framework. This restructuring led to improved efficiency, clearer worker direction, and better customer service. Macphee affirmed the positive impact of these changes and the importance of adaptability in organizational evolution.

Transcript is not available

Requisite Organization in the Passport Office
Country
Canada
Date
2005
Duration
17:16
Language
English
Organization
Canadian Passport Office
Video category
2005 World Conference

Project principals

Major organizations and consulting firms that provide Requisite Organization-based services

A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Ron Capelle is unique in his multiple professional certifications, his implementation of RO concepts through well designed organization development methods, and his research documenting the effectiveness of his firm's interventions
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts.  His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design
Requisite Organization International Institute distributes Elliott Jaques's books, papers, and videos and provides RO-based training to client organizations