TGN has successfully executed hundreds of project of all sizes internationally and in Canada. The following exemplify their range and the scope of their subject matter.

Foreign worker program

Reviewed the working conditions under this program, providing a detailed and in-depth impact analysis of the participant workers’ perspective and experience. The project required assessment of the appropriateness and effectiveness of the requirements and protections to preserve the workers safety and well-being, the integrity of the Canadian labour market as it relates to workers’ wages and working conditions, and the protection provided by the employment contractRecommend program improvements.

Leadership development at ACOA

Examined ACOA’s HR managementpolicies, governance structure, strategies andprograms. Linked ACOA’s vision and strategic goals; its plans and their implementation, evaluation and reporting with ACOA’s HRM policies and management. This policy and practice analysis contributed to the development and approval of a talent management framework for ACOA to bring together planning, recruitment, engagement, development, deployment and retention to maximise organizational performance. The recommendations included: vision and policies; strategic goals; plans and coordination; engagement activities; and evaluation and reporting. For HR policy they included strategies for employee orientation; operational learning; language training; career development; leadership development; knowledge transfer; and performance management.

Interactive executive development courses

For Canada’s School of Public Service (formerly Centre for Management Development) researched current and leading-edge thinking, designed, developed and delivered interactive management development courses targeted to Canada’s most senior officials: Advanced Policy Making, Canada in the World, Governance in Net Time, Citizen Centered Service and Alternative Service Delivery Models, Stewardship as a Management Approach in Relationship to the Agency Approach, Reason and Passion in Public Sector Reform, International Trends in Public Sector Reform.

Human resources management strategy for IDRC

TGN provided evidence and information to identify gaps and point to opportunities to improve IDRC’s HR management. TGN assessed the current HR situation and requirement, conducted extensive high-level consultations with its senior officials, an employee-wide survey, and a benchmarking exercise which highlighted HRM trends in comparator organizations,presented options related to the unique environment of IDRC, and recommended an approach for the Senior Management Committee. The project refined HRM strategy, policies, practices and principles to support IDRC’s new strategic and operational direction and supported a renewed HR planning process that is better integrated with its financial/business planning processes.

Ministerial Performance Management Framework (MPMF)

The Prime Minister and Deputy Prime Minister of the Republic of the Government of Trinidad and Tobago (GORTT) believed that a unique but strong “made in Trinidad and Tobago” performance management system was an essential management tool required to achieve the nation’s newly developed and comprehensive vision. TGN’s multi-million dollar project developed a performance management system for ministries, departments and agencies of the government.. A special approach was needed because capacity building (built around training and developing the skills needed to carry on the performance management framework without consultants) was central to the contract. As a result this multi-year project was primarily focused on capacity building and applied learning.

Roadmap for Public Sector Reform – Suriname

This project was carried out in five phases. Phase I involved the review and conceptual integration of other reform and modernization initiatives completed or underway and the preparation of an Inception Report confirming methodology, work plan, confirmation of individual team members and their contributions, logistics, project deliverables, communication strategy and project monitoring and evaluation framework. Phase II resulted in an agreed upon vision about the future of GOS public service – a definition of where the GOS wants to go and why it wants to get there. Phase II included Cross-cutting studies, to address the main cross-cutting areas underpinning public sector management and nine Ministerial Assessments to clarify the legal and institutional arrangements and defined a baseline of specific performance bench marks. Phase IV consisted of a workshop designed to select and refine policy options for public sector reform. Phase V culminated in the final Roadmap for Public Sector Reform report. The three major areas reviewed were Governance and Machinery of Government; Finance Management, budget development and audit; and programs and services.

Jamaica Customs Modernization

This multi-million dollar project involved the development of a modernization strategy and plan, and its implementation. Implementation involved re-engineered operational and administrative ICT-enabled processes; assessment of existing technical architecture, systems and systems development against business requirements of these processes; development of a comprehensive ICT strategy, including assessment of commercially available systems and in-house solutions; procurement of major new subsystems for the in-house system; conceptualisation and negotiation with suppliers and the Finance Ministry’s ICT agency of an electronic payment service for Customs, that was implemented and served as a model for other Caribbean Customs services. Provided the change management plan for the modernized organization, supported Customs in the implementation of the change management.

Guyana Public Sector Modernization Design and Plan

TGN developed a seven-phase Modernisation Plan for the Government of Guyana’s Public Sector Modernisation Program. Phase I created an inception report, a modernisation mapping workshop and executive briefings. Phase II produced a high level discussion paper, vision and design workshop and organisational assessment workshop. In Phase III an Interim Assessment Report on horizontal assessments and management systems was created. Phase IV involved cluster assessments including four assessment workshops and an Interim Assessment Report. Phase V included four diagnostic workshops (ministerial focus),a Diagnostic Report and presentation. In Phase VI four modernisation workshops (organisational design; performance indicators and policy conditions; accountability frameworks; and overall modernisation strategies) were run, along with an Interim Modernisation Report and presentation and a Consensus Building Strategy. Phase VII wrapped up the project with a Final Report and presentation; and a project evaluation and lessons learned workshop and report.TGN led the senior political leaders and government officials through themodernisation mapping exercise, and assisted them in the development of a roadmap for the future, a modernisation design plan and governance improvement strategy; and a costedstaged implementation strategy with a comprehensive change management strategy

Lance Warrior

The Canadian Forces College as part of its Joint Command and Staff Programme runs a Residential programme that includes a major planning exercise at the NATO joint forces level as a culminating activity of the Advanced Joint Warfare Course. The exercise evaluates the students as Joint Operational Planning Group staff officers within a NATO-type joint force of some 80,000 troops. SixTGN Senior Command Mentors of General/Flag Officers status with operational experience in joint warfare operations provided direction and mentoring to students in the roles of principal staff officers, andsix TGN Political/Humanitarian/ Development Mentors played the role of Non-government, International Organized, United Nations, and Other Government Departments with the student-led JOPGs to enrich a realistic student exercise experience

Leadership Development – Coaching, Executive and Military Training

TGN provides CFC access to highly qualified academics, experienced retired senior military officers and experts with experience in Government, NATO, UN and NGOs to the undergraduate and post-graduate programs of Canadian Defence Academy of the Canadian Forces College which provides professional military education to selected senior officers, senior non-commissioned officers as well as senior civil servants and high level private sector persons from both Canada and abroad. The experts provided by TGN have provided expertise in Strategic thinking and leadership, Leadership development, Executive assessment and coaching, International security, Military historical perspectives, Change management, Canadian Forces Operational Planning, HR management issues. Students are given realistic, scenario based exercises informed by the experience gained by the consultants as Ministers, intelligence officials, military advisors to the Government and NATO, ambassadors, RCMP officials, UN officials and NGOs.

Canadian Forces – Canada Command

Candid Command undertakes the review of its operations and exercises using the process defined in the Canada Command Lessors Directive based on the overall guidance of the Canadian Forces Lessons Learned (LL) Framework. This directive is used as the general guiding document for the accomplishment of this project. TGN was contracted to provide resources to support the lessons learned (LL) Program related to the 2010 Vancouver Winter Olympics and to apply the lessons learned process for the 2010 Leaders’ Summit (G8 and G20) to be held in Huntsville and Toronto respectively. The aim of the project is to prepare and present consolidated lessons learned product for the security support roles of the CF in major domestic operations which will contribute to the development or improvement of standing operational Plans (OPLAN) for future major domestic security events.

Research project on Canadian military culture

TTGN examined the term culture, explored what is and what elements make up military culture, and ascertain if Canada has a unique/distinct military culture. It described Canadian Forces culture, as well as the inherent culture of the respective Land/Sea /Air components and how they evolved. Similarly it described the American military culture and how did it evolved. TGN undertook a comparative analysis of the Canadian/American culture and profession of arms. (This included American influence on Canadian military culture/Canadian influence on American military culture.) It described what is small unit military culture and what is the status of Canadian military culture today and likely future influencers.