bout de papier, Vol. 29, No. 2 (2016), pp. 20–23
Vers la fin de 2013, le directeur du programme de développement a Jakarta, M. Jacob Thoppil, a propose a l’équipe de gestion de l’Asie-Pacifique (OGM) de lancer un projet pilote qui permettrait aux agents d’acquérir de l’experience liée aux trois filières : Service de la politique étrangère et de la diplomatie (SPED), Commerce et Développement. Au fil des discussions avec le personnel et les gestionnaires, il est devenu evident que les agents étaient favorables a l’initiative et meme tres enthousiastes. Dans les premiers temps suivant la fusion entre le MAECI et l’ACDI, OGM avait organisé des groupes de discussion a fin d’examiner les défis et les solutions lies a la fusion. L’idée d’un programme de competences interfilières refaisait surface sans cesse. A l’automne de 2014, plusieurs discussions internes avaient déjà eu lieu et les Ressources humaines travaillaient de pair avec nous en vue de mettre sur pied le projet pilote. En décembre 2014, nous étions prêts a lancer le projet et avons envoyé un message au personnel de l’Administration centrale a fin de recruter des participants potentiels — la réponse a été tres positive. La difficulté a été en fait de trouver les trois bonnes personnes, qui occupaient des postes permettant de créer des complémentarités.
Une fois le trio ideal de postes et de personnes établi, nous avons decide que les affectations seraient de huit mois pour qu’elles se terminent a temps pour permettre aux employés de participer au cycle de permutation de 2016. La première affectation a commence en février 2015 et s’est terminée en octobre 2015 et la deuxième a commence en octobre 2015 et se terminera en juin 2016. Nous tenons a remercier sincèrement notre sous-ministre adjointe, Susan Gregson, ainsi que les directeurs généraux, directeurs et directeurs adjoints de l’OMG qui appuient ce projet depuis le début. Il est clair que, meme si en apparence les participants sont les principaux bénéficiaires de ce projet pilote, les gestionnaires et autres membres des divisions destinataires tirent également profit de cette experience. Le projet a suscité de l’intérêt a plus grande échelle et nous avons reçu des appels de deux autres secteurs géographiques.
Mais jugez-en par vous-même. Nos trois intrépides participants (Chris, Lisa et Fatima) vous décrivent leur parcours ci-dessous. Ce fut un immense plaisir de travailler avec eux et les gestionnaires des directions générales pour concrétiser ce projet. Alors que le projet pilote se pour-suit, nous examinons les possibilités de l’améliorer et peut-être meme de l’étendre.
Swimming with Dolphins at Fort Pearson
My name is Chris Wimmer and I am a trade commissioner working in the political section. Currently I cover bilateral peace and security relations with Japan. Upon realizing that this would be the first stage for me of the Asia Pacific Bureau’s pilot Training Program, I was a little confused…peace and security relations with Japan? That’s the country that hasn’t been involved directly in military operations in 70 years, right? Is there something I’m missing here? Clearly there was something I was missing…Now that I chase dates for the 2+2 Security Dialogue, Pol-Mil-Mil-Mil (as I like to call it, Pol 3MIL), I realize the importance of our relationship in this area with Japan. Japan is discussing internally the reinterpretation of their constitution to perhaps provide a mandate for military operations outside the country. Japan being a likeminded country in Asia, the possibilities for further cooperation with Canada will be important.
When I heard about the pilot program, I had already been involved in discussions in our department about the trade and development nexus. As a Development Economist, I felt that I had some experience and knowledge that I could contribute to the conversation. However, I knew that my knowledge about how our development colleagues plan and program was minimal and in order to understand how we can better work together, I would have to understand how former-CIDA colleagues do their job. I look forward to my next assignment working on development files with great anticipation. I believe this program can provide great career development opportunities if one tries to look at our department’s overarching priorities and where there is overlap. I have started to take a look at the cross-sections between Global Markets Action Plan (GMAP) and development countries of focus (and now covering political files), also adding in priorities from the Foreign Policy and Diplomacy Service (FPDS) stream such as counterterrorism partners. There are some interesting insights into how we could work together towards greater goals. It is an important conversation to have both for successful collaborations up to now as well as for missed opportunities.
I was lucky in a sense that I worked just down the hall from the Northeast Asia Division in my former position as a Trade Commissioner in the Southeast Asia Commercial Relations Division. So when I arrived, the faces were not unfamiliar, and everyone was very welcoming, beyond everyone’s concern that baked goods in the division would be taking a dive with the departure of Lisa Bitto (namely, her Soldier On fundraising).
My biggest concern was being burdensome to my new colleagues as I blankly stared at them as they spoke a strange and yet familiar style language of political and military acronyms, agreements and initiatives. It was like swimming with dolphins. They seemed clearly intelligent and able to communicate, and yet, I had no idea what they were saying. I’m joking a bit, but it is difficult coming from the trade side where I felt I had more concrete experiences from education, worked here at HQ and abroad, and even former careers. Now (in OPA, not long ago, GPA, once upon a time PQP) having to understand political side acronyms that are used daily in the “I branch” as opposed to the “T and B branches”, as well as various political organizations (e.g. the non-Canadian CSIS), I feel like I need to go on training at Bisson or something.
Someone also said to me shortly after filling a political position, “welcome to the dark side”. I thought, really? This is the dark side? I always had the feeling that people on the political and development side saw all of us trade commissioners as Gordon Gekko. What has been interesting is working in a division that already houses trade and political officers for one country (e.g. Japan). It takes effort to not concentrate on the trade and investment relationship when I think of Japan. When I used to think of Japan, I tended to think about business people and commerce, innovations and technology. But I wouldn’t have thought about how we collaborate on international security,
While at times I think that this career leads towards becoming
a generalist even if one never leaves their “stream”, I think the added knowledge that can come
about by learning your close neighbours’ work can enrich and
benefit one’s future work by stepping outside the comfort zone.
development or disaster relief until I started my current position. Now it is second nature to think of all these aspects of our greater relationship with Japan.
Even though it is early in this pilot, I can already see the benefits of taking a more holistic view of relations. Or perhaps (and this is still a work in progress) thinking of Canadian interests in Japan, not as companies and commercial opportunities, but a range of social and international cooperation issues. While at times I think that this career leads towards becoming a generalist even if one never leaves their “stream”, I think the added knowledge that can come about by learning your close neighbours’ work can enrich and benefit one’s future work by stepping outside the comfort zone.
“Developing” a New Perspective at Place du Portage
I am grateful to have been selected as the political officer to participate in the Asia Pacific Branch’s pilot Training Program. Learning about the development stream wasn’t just about career development for me; it was a great opportunity to learn the context of where my development colleagues are coming from and also an opportunity to do something very different.
My assignment was with Afghanistan Development (OAA) working on policy and Women and Girls’ Rights and Empowerment (WGRE) programming. When I first found out that would be my new spot, I felt a little like I had won the lottery, since l’d been previously posted to Kandahar and done programming with START.
My first day with the division, I brought only a coffee mug with me, not knowing what to expect of my new workplace and colleagues. Everything was a little different, but every drawback also had good points as well. I had to get used to a cubicle instead of a closed office, though the set up allowed for a lot more natural light to reach everyone. I had to take the shuttle often, but am now friendly with each of the drivers. I had to switch provinces of work, but got access to a full food court and lots of coffee at Portage. Now I am watching my development colleagues go through the same process here at 125 Sussex Drive. Much (understandable) grumbling about lack of bus service from Quebec and less choice at the cafeteria, but good things are being noticed too.
Development has a different culture, with different goals and ways of working. As a Foreign Service Officer, I am used to moving every few years into a new and different situation — a generalist. Many of my development colleagues have been working on the same subject matter for years, as their positions have only recently become eligible for mobility. Despite that, development employees have always been eligible for postings abroad, so in a way, they’ve always been rotational, if not “mobile”. So I have been surrounded by experts on their subject matter, who often have tremendous corporate memory and country knowledge — which can be a rare and valuable commodity elsewhere in the department.
It should have come as no surprise to me that my development colleagues have their own language of business. When you think about it, it’s the same with each stream, but also within each division. Being able to communicate with colleagues using their own terminology helps to build bridges. Timelines are also very different. I am used to producing briefing products within minutes or hours. My first project approval memo working with development took three and a half months to produce and have approved, including a significant amount of consultation. I found the process challenging, but at the same time I can see how accountability permeates throughout the work that is done here and how consultation can build strong ownership over a product or a project.
I found one of the best aspects of this program was the cross pollination it produced, even when it was not intentional. When my colleagues lost their access to Lotus Notes, I was able to help out with learning to use Outlook. Frustrating for them, easy for me. I was introduced to Modus (you can find it on the intranet site in the right menu), which provides a single source of direction for many of the programming and policy processes that are part of development’s core business. That can be a huge help when you’re starting out.
I think that it’s been good to have a “soft introduction” to an unfamiliar stream, both for myself and my colleagues, prior to co-location. I suspect I may have come as a bit of a surprise to some of them — I bet many were expecting a formal, business suited colleague. Nope. What this opportunity has shown me is that our departmental interests often intersect in unexpected ways…and it is definitely worthwhile to build relationships early and often. Think seriously about interacting regularly with colleagues from other streams. Think about including them in your meetings and briefing products, even if only as an FYI. And consider including them in your division’s less formal events to celebrate successes and holidays. It’s an investment well worth making.
Amalgamation in practice at “Fort Pearson”
My name is Fatima Ameen and I am from the development stream. My first assignment through the Asia pilot program is on the international business development side. As a trade commissioner in the South, Southeast Asia and Oceania Commercial Relations Division, I am responsible for Cambodia, Malaysia, Laos and Thailand. Subsequently, Brunei was added to this portfolio. My first day, I arrived in the office that was buzzing with a flurry of activities and the pressure of very tight deadlines for briefing and related materials for the Canada-ASEAN Business Council Forum meetings which were being held in Bangkok. As Thailand is in my portfolio, I was immediately in the deep end. My years of experience from the development side in preparing approval memos, various briefing materials, questions and answers cards, and scenario notes for senior management was a real asset in making a smooth transition and sprinting with the team to ensure timely delivery of products — amalgamation personified. This was an immediate opportunity to increase my awareness of Canada’s international business development work in the region. After that first week, I was ready for any other adventure with my new team.
A major challenge, in the first days, was learning the “language” of the international business world and getting that message right. An open mind and extremely helpful team members and colleagues from the various other parts of our division saved the days. Colleagues patiently continue to answer my questions and gently keep me
In the field, our colleagues are constantly searching for market
opportunities for Canadian
companies, negotiating with various stakeholders, showcasing
Canada and problem solving.
on the path to “promote Canadian business interests” in our priority countries and sectors outlined in Canada’s GMAP. An important aspect of DFATD’s international business development portfolio is that it is highly responsive and client-centred.
The start of my assignment also coincided with the 2015-16 planning cycle. This was my first hands-on exposure to Strategia, the DFATD planning tool which had not yet been implemented for development. Strategia is used by the missions to submit their strategies and sector level implementation plans which are developed in consultation with partners and clients, and include timelines and budgets. At headquarters, the plans are reviewed and feedback provided on how they fit in with broader Canadian strategic interests. The turnaround time seemed to be quick, punctuated by strict deadlines and budget implications. I quickly became familiar with the electronic tools Horizons and i-Train on Wiki, the equivalent of Modus on the development side, which were invaluable resources to guide me through the various processes, objectives and contacts. These tools together with TRIO 2 are invaluable in the regular tool-box for information on trade related matters and they helped me expand my knowledge on business development and implementation of our mandate. I was also fortunate to be able to take a four day core trade commissioner training course which helped in obtaining a solid overview of the core services of TCs, their mandate and how it is implemented.
I quickly noted major differences in the responsibilities of what trade commissioners do at headquarters and what our counterparts in the Canadian missions abroad and in the Canadian regional offices do. This is where “economic diplomacy” happens. In the field, our colleagues are constantly searching for market opportunities for Canadian companies, negotiating with various stakeholders, showcasing Canada and problem solving. While templates exist, for many of the situations trade commissioners find themselves in, there is a reliance on natural ability to solve problems. Our colleagues in the Regional Network in Canada develop and maintain relations with the private sector in Canada and try to match them with commercial partners and trade opportunities abroad. Sector practice (equivalent of sector experts on the development side) and the Southeast Asia and Oceania virtual sector teams are also part of Canada’s engagement on the international business development side. The Trade Policy Branch also plays an important role. There is also increasing communication and consultations with our colleagues in development. This is an area that could be further developed to increase knowledge about the various delivery mechanisms and channels of Canada’s development assistance, besides bilateral programming.
In the first week — “It is your turn this week but I will do it until you are familiar with the job?”, so what is this about? I am not sure how our colleagues on the political side deal with emerging or hot issues, but on the trade side this is a best practice. Each day, promptly at 4:00pm, there is a conference among all the trade branches at headquarters where we provide an update on any trade related emerging or, “hot issue” or, success stories that may have an impact on Canadian interests. We rotate on a weekly basis to carry out this function, and the person whose turn it is, has to ensure that each team member has been consulted before 4:00pm for the team’s input. It is a good opportunity to understand what other colleagues in the various regions are doing in the international business stream beyond one’s daily responsibilities in a given portfolio.
After almost 6 months in the job, acronyms such as CABC, APEC, TPP, EOF, and ARTF are part of my new trade vocabulary. I am beginning to fully grasp the concepts that they impart for our work. Our division is actively exploring ways to harness the potential of social media to advance Canadian interests in the region.
It is important to continue to create opportunities for cross stream consultation and communication. For example, sector experts from development and sector practice groups on the commercial and trade side could meet and share information; explore ways to harness synergies and complementarities not only on PPP, and
An open mind, being ready for new experiences, the ability to adapt quickly and a ready sense
of humour also help in the amalgamation in practice at Fort Pearson pilot project.
SMEs but in the education, agriculture and food security sectors among others. Corporate social responsibility is another area of common purpose.
An open mind, being ready for new experiences, the ability to adapt quickly and a ready sense of humour also help in the amalgamation in practice at Fort Pearson pilot project. I look forward to new experiences in my next assignment (to the political stream). Stay tuned.
Graham Dattels is the Senior Advisor to the Assistant Deputy Minister for Asia Pacific. He has taken over management of the program from Scot Slessor who is now serving as Deputy Head of Mission in KABUL.
Chris Wimmer is a trade commissioner currently filling a political position in the North Asia Division. In November, he started an assignment in the Sri Lanka, Pakistan & Afghanistan Development Division. He is a Development Economist, graduate of Universities of Toronto and Dalhousie. He also lived and worked in 6 countries before his first posting in Argentina, 2011-14. His previous professional work spans from economics professor in China to development worker in Tanzania to day trader in Toronto. He is also an accomplished blues rock musician.
Lisa Bitto (currently on secondment to DND) is a political officer who was assigned to the Sri Lanka, Pakistan & Afghanistan Development Division. She has worked on Middle East Peace Programming in START and was posted to KANDH in 2008-09. Dans ses temps libres, elle aime faire de la patisserie et boulangerie, courir des demi-marathons and lever des fonds pour Sans Limites, La Société protectrice des animaux d’Ottawa et autres organismes de bienfaisance.
Fatima Ameen is a trade commissioner currently working with the North Asia Division. Previously, she has held various positions as international development officer, senior internal auditor, and program analyst at the former CIDA. Prior to joining the Canadian public service, Fatima was a management consultant with government and civil society clients in Canada and abroad. She has worked in the private sector as well. Fatima enjoys reading, movies, Ikebana (Japanese flower arranging) and the outdoors. She also volunteers with local community organizations.
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Originally published in bout de papier, Vol. 29, No. 2 (2016), pp. 20–23. Read the rest of this issue →
