This page is now archived. Please visit www.pipsc.ca for the new website and update your bookmarks

logo

Organizational Change at the Institute

Under the leadership of President and CEO Gary Corbett, the Institute undertook a comprehensive review of its management and organizational structure, with the objective of delivering improved service to members. Professor David Cray, Ph.D., of the Sprott School of Business at Carleton University was tasked with examining the effectiveness of the management structure and making recommendations for improvement. Professor Cray’s recommendations were reviewed by the Institute’s Executive Committee and Management Committee and the final organizational changes were presented by President Corbett and Professor Cray to the Board of Directors in May.

The full restructuring of the Office of the President and of the management team can be found here.

Appointment of a Chief Operating Officer

The management review highlighted the increasing complexity of the role of President of the Professional Institute, who has overall responsibility to represent the Institute to government, to employers, to the media and to members on a myriad of issues. The President’s responsibility in leading the development of policy and strategic planning was identified as an equally important role. Finally, the review identified the President’s role in coordinating the day-to-day management of 160 employees in seven offices across the country as a significant workload. In recognition of the importance of the President’s role as chief spokesperson for the Institute and in order to allow the President to focus on strategy and policy issues, the position of Chief Operating Officer (COO) has been created.

The President will remain as Chief Executive Officer and will continue to lead the Institute’s elected and staff representatives in strategic planning and policy development in collaboration with the Board of Directors, the Executive Committee and through the office of the President.

The Chief Operating Officer will be responsible for leading a team of managers and staff in implementing the policy direction and strategic objectives of the Institute as determined by the Institute’s elected leadership. In addition, the COO will manage all aspects of the day-to-day operations of the Institute.

Mr. Eddie Gillis has been appointed as the Professional Institute’s first Chief Operating Officer. Mr. Gillis brings a long history of service to the Professional Institute, most recently as Executive Secretary.

Management Team Appointments

Other highlights of the management team restructuring include the appointment of Walter Belyea as Chief Negotiations Officer, Denis Bourguignon as Chief Financial Officer and Johanne Bray as General Counsel. Further appointments will be made in the weeks ahead, including the addition of a Chief Information Officer to oversee the Communications and Informatics functions. The creation of this position is a recognition of the interconnection of these two critical functions and of the necessity of bringing a sharper focus on communications and informatics issues to the management table and to strategic and policy discussions.

Enhanced Strategy and Policy Function

Apart from changes to the composition of the management team, three important new structural changes have been introduced to improve service to members.

The Cray report highlighted the necessity of an enhanced capacity to develop policy on issues critical to the Institute and its members, to react effectively to policy developments in our external environment and to plan and execute longer term strategic objectives.

To support this enhanced policy function, the Institute will create a new unit, that of Strategy, Policy and Research. This new unit will be responsible for assisting the President, Executive Committee and Board of Directors in strategic and policy matters, and will work closely with other sections of the organization to effectively implement direction from the elected leadership of the Institute.

Creation of an Office of Internal Conflict Resolution

In keeping with modern conflict resolution theory and practice, the Institute will devote more energy and resources to attempting to informally resolve internal union-related conflicts between members as early as possible in the conflict cycle. Our new, more proactive approach to conflict resolution will be centered in the Office of the General Counsel, which will provide a variety of resolution mechanisms for members who find themselves in conflict with other members. The early and successful resolution of such conflicts will allow the Institute and its volunteers to devote more attention to representing members’ interests in the workplace and at the national level.

Creation of a Steward Development Unit

The Institute places great value on the work of committed and engaged Stewards in the workplace. These key volunteers require ongoing development if they are to have the skills and tools necessary to actively represent our members. At its January planning session, the Institute’s Board of Directors made steward development a major strategic objective for 2010 and beyond.

In keeping with this initiative, a new Steward Development unit will be created to build a framework for the ongoing and future development and support of Stewards in the workplace. Staff assigned to this unit will work in close collaboration with members and other staff to develop a program of coaching, an enhanced training curriculum, as well as a suite of tools to assist Stewards that are actively engaged in workplace representation.

The Institute is confident that these management and organizational changes will provide improved responsiveness and enhanced service to members.

The new organizational structure comes into effect on July 5, 2010.


Publish Date: 29-JUN-2010 03:57 PM