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 Outdated Procedures and Practices: Many procedures and practices were longstanding and unevolved, leading to inefficiencies.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.


  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
550 Unionized
North America
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:

Project principals

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Robert (Bob) MacPhee
Business Innovations Corporation
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Ronald G. Capelle
Capelle Associates Inc.

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