Jared Adams Email and Phone Number

- Act as Chief of Staff to the President- Act as Corporate Secretary- Act as head of the agency's access to information and privacy functions- Lead the BC Federal Council Secretariat in support of the President- Act as departmental liaison to the Minister's Office- Manage a team of 12 FTEs and a budget of approximately $1.9M

● Act as Director, Impact and Strategic Outreach (was Performance, Data, Engagement, and Communications) for the Global Innovation Clusters, a 10-year, $1.75B Government of Canada Budget initiative designed to strengthen Canada’s most promising economic clusters and accelerate growth in highly innovative industries while positioning Canadian firms for global leadership.● Lead the teams responsible for:● Performance reporting, including developing, validating, and collecting information on Key Performance Indicators (KPIs), both for program level results, and for each of the five Clusters● Data, including the implementation of Salesforce, data collection, storytelling, and visualization, both for program-level results and for each of the five Clusters● Engagement and outreach with the five non-profit Clusters across Canada’s five regions● Program communications, including coordinating announcements and events from the five Clusters and liaising with the Office of the Minister of Industry, Science, and Economic Development, as well as supporting the Clusters in their communications needs● Represent the program and the government at high-profile stakeholder events.● Establish and maintain excellent relationships with stakeholders.● Oversee the development of a strategic communications plan and a stakeholder engagement plan.● Oversee the development of a Program Measurement Framework, as well as an Ecosystem Impact Framework.● Act as Director-General as required.● Manage a team of 15 FTEs and a budget of approximately $2M.● Co-Chair, Innovation Canada Sector Standing Committee on Data Governance.● Sector rep, EX Network.

● Time-limited assignment.● Provide executive support and strategic advice to the Assistant Commissioner (Senior Assistant Deputy Minister) of the Legislative Policy and Regulatory Affairs Branch, the CRA’s de facto policy branch.● Lead special projects as required.● Work with the Assistant Commissioner’s Office staff, including the chief of staff and administrative support.

● Interchange Canada assignment (EX-01). As part of the execution of the Association’s Strategic Plan, developed the APEX Social Media Strategy, a key component of the Communications Strategy. The social media strategy leverages the Association’s key advanced areas of focus (leadership, health and wellness, and total compensation) to create a strategic and compelling approach to engaging with current and potential members to drive growth and retention. The Social Media Strategy was approved without changes by APEX management.● Performed a gap and SWOT analysis to identify potential areas of growth for APEX’s social media presence and drive engagement.● Achieved immediate results in the execution of the social media strategy: vs. the period six months previous, doubled the rate of growth of Twitter followers, increased the number of clicks by over 340%, increased the volume of tweets by 23% and increased the number of LinkedIn followers by 13% for the Association’s corporate social media accounts.● Conceived, developed, and implemented social media campaigns for the Association's two signature events, the APEX Leadership Summit and the Recognition of Entry into the Executive Ranks.● Developed a partnership with Shared Services Canada’s centre of expertise in accessibility in order to ensure the alignment of APEX’s communications products with Government of Canada accessibility practices and standards.● Identified the need to develop a consistent schedule of content for all of the Association’s social media feeds in order to maintain engagement; to address the issue, developed a rolling three-month calendar of tweets based on leveraging the Association’s intellectual property as well as content from leaders that aligned with the Association’s advanced areas of focus identified in the Strategic Plan to ensure a sustainable supply of content.● Managed budget within approved limits.

● Interchange Canada assignment (EX-01). As the executive responsible for the APEX's research and advocacy efforts, developed the framework for a multi-year Research Plan. A research plan was identified as a significant gap that needed to be addressed in APEX’s Strategic Plan, as the Association needed to better understand its members, the pain points they were facing, the root causes of those pain points, and best practices to address them.● Identified that APEX already had a significant data inventory, including information that was not captured elsewhere in the federal public service, that it was not leveraging to its fullest capacity, and developed APEX's first-ever Data Strategy, based on consultations with internal stakeholders, to inventory the Association’s significant data holdings, assess the quantity of structured vs. unstructured data, and explore ways in which the data holdings could be used in future, as well as their future readiness for use in artificial intelligence (AI) and machine learning applications. ● Built and maintained relationships with federal government stakeholders, including the Treasury Board of Canada Secretariat and Statistics Canada, to ensure that APEX's data holdings were fully leveraged by exploring partnerships to combine data holdings to produce holistic views of federal executives and enable better decision-making. ● Provided advice and briefings to the CEO on APEX's position on complex issues, including federal public service executive compensation and terms and conditions of employment to ensure she could better represent the community in conversations with central agency decision-makers.● Provided analysis and review of the application of the policy and legislative provisions applicable to federal public service executives, with an eye towards determining their impacts on members, assessing what APEX's position should be, and identifying the key stakeholders on which to focus advocacy efforts.

● Executive position (EX-01). Oversaw the delivery and development of an in-flight international digital services project, using Agile practices, enabling the sharing of knowledge between the Organisation for Cooperation and Economic Development (OECD) and developing nations. This project is a major part of Canada’s total foreign aid contribution, with funding announced by the Minister of Finance at the 2018 G7 meeting.● Moved the project from yellow to green within 1 year, through a 12 gate process, overseeing its migration from prototype to end-state during my tenure.● Assessed staffing needs and successfully engaged 12 staff in under 1 year. This included staffing up the project management office and the Operations division responsible for running the day-to-day operations of the project, while both moving the project forward through the gating process and operating it on a day-to-day basis.● Implemented culture of excellent customer experience (CX), as well as ensuring compliance with the Government of Canada’s Digital Standards and the OECD’s Principles of Digital Government.● Oversaw the delivery of the Charities IT Modernization Project (CHAMP), an Agile digital services project funded through the 2014 federal budget, aimed at providing online filing for the last digitally un-served segment of the Canadian populace, the charitable sector. ● I was appointed after the project had taken a 6-month delay before launching. During my tenure as Director, the project changed from "red" to "green" and deployed on time under the revised timeframe and under budget for the overall project.● Engaged with and built relationships with international stakeholders and users, including the OECD, other national governments, other international tax administrations, and members of the charitable sector.● In total, I managed approximately 25 FTEs and budgets in excess of $40M.● Member of the CRA's Ethics and Artificial Intelligence & Ethics in Research Committees.

● Executive position (EX-01). Served as Executive Advisor to the Commissioner (deputy minister), Deputy Commissioner (associate deputy minister), and Chief of Staff at the Government of Canada's second-largest institution. Provided strategic advice in support of the Agency’s successful realization of its mandate as it delivered on the new government’s campaign promises.● Supported the Deputy Commissioner of Revenue in the oversight of a large-scale expenditure and governance review leading towards organizational change and culture shift, as announced in the Budget, including establishing governance, reporting, and oversight. ● Provided tactical issues management and strategic advice on the CRA's highest-profile files, including legislative, policy, legal, service complaints, and client service issues (for example, the Disability Tax Credit, Canada Child Benefit, call centre issues, international tax evasion and avoidance, and allegations of improper conduct by Agency staff).● Served as primary point of contact for senior executives (senior assistant deputy ministers, assistant deputy ministers, and directors general) in the Commissioner's office. As well, I was co-chair of the Agency’s Issues Management Network, responsible for responding to issues arising in the media, in Parliament, or identified by the Minister’s Office.● Worked closely with Agency staff in the Minister’s Office and political staff in the minister’s office to support the Minister of National Revenue and ensure the Agency was able to deliver on government commitments.● Provided strategic advice, insights, and support in the establishment and standing-up of the CRA's chief service officer role.● Acted as Chief of Staff to the Commissioner (EX-02) for extended (multiple month) periods, as required, managing a team of seven advisors and through them 10 administrative staff.● Liaised directly with central agencies and other government departments.

● Management position (executive level minus one: EC-07). Managed the office of the assistant deputy minister (ADM) responsible for federal post-secondary education funding (Canada Student Loans), including a staff of four.● Served as primary advisor to the assistant deputy minister.● Analyzed and provided strategic advice and recommendations on incoming files and proposals for the ADM's approval in order to assess their impact on both branch operations and the department.● Provided analysis of, and participated in, policy development.● Produced briefing materials such as briefing notes, speaking notes, presentation decks, and one-pagers to support the ADM in participation in corporate committees (weekly basis). Produced short analyses of files and dockets that required approval, both to summarize what could be lengthy files and to provide an analysis and recommended course of action.● Accompanied the ADM to meetings with outside third-party stakeholders, performed follow-ups, and maintained contact and relationships with these stakeholders. ● Served as primary point of contact in the Office of the Assistant Deputy Minister for senior officials across the Department, including the deputy minister's office and minister's office.● Prepared briefing notes, materials, and recommendations for senior officials.● Provided advice to senior management on issues management, as required.● Served as access to information coordinator for the branch, analyzing incoming requests, providing recommendations on severing, and interpretations of legislation and their related policies.● Sat as ex-officio member of the branch Senior Management Team and the Policy Committee.