redraft - resume martin firth 2017-01-03

Martin FirthPhone (613) 839-1457Cell: (613) 850-5466

Email: [email protected]

Profile:

Mr. Firth has developed extensive experience as an expert in providing professional business analysis, management and transformation services to public and private sector clients and for various industries including the agriculture and food sectors. His services include process re-engineering of business and operational processes, change management (project, IT, and cultural), organizational design, performance measurement and management. Mr Firth offers an in-depth knowledge on strategic business and change management concentrating on strategic planning, requirements development and documentation (business, stakeholders, users and technology), leadership, cultural change management, technology utilization and documentation to successfully reach a business’ mission, goals and objectives and assure integration and alignment with operational activities.Mr. Firth is organized, creative, flexible, results and process driven, detail and people oriented, and has over thirty five (35) years’ experience in business, customer relationship management and business process re-engineering.

Mr. Firth areas of subject matter expertise include, but are not limited to:

Business, financial analysis and IT information technology, processes and systems development within the food and agriculture industries. Demonstrated abilities in business performance analysis, business solution delivery and financial results analysis; recognized as having training and facilitation skills. Proven in designing, developing and implementing financial and management information systems using the

ISO based Audit system development (Process Audits, Performance Management and Measurements evaluations, Organizational Assessments and Needs Analysis);

Provided business analysis leadership for the re-designing future corporate governance structures and frameworks in relation to specific major projects;

Designing and implementing end-to-end operational and business processes systems for the oversight of various regulated private sector industries to increase effective and efficient use of resources;

Developing Business and Service Delivery Models (including IT);

Developing Performance Measurement Methods and Frameworks (including Key Performance Indicators (KPIs) and Metrics;

Developing Cultural Change management practices - including communication program development, workforce training and coaching; development of and recommendations to departmental business policies and practices, employee training programs performance management and rewarding programs (review of competency levels).

Mr. Firth is a senior manager reaching the rank of National Program Manager, (EX01 equivalent) in the federal government with over 35 years of service. Across his

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mailto:[email protected]

extensive career with the federal government he has managed multi-year, multi-disciplinary, multi-functional teams of professionals in specific projects following the full life-cycle of project delivery from business requirements to operational readiness.

Mr. Firth follows the Treasury Board Secretariat Project Management Framework and policies as follows:

Policy on the Management of Projects

Policy Framework for Information Technology

Policy on Management of Information Technology

Policy Framework for Financial Management

Policy for the Management of Assets and Acquired Services

Policy for the Procurement applying to all transactions

Significant experience communicating the business analysis, negotiation, development and implementation of food safety programs, audit processes and follow-up activities to the senior levels.

Considerable experience in providing advice and direction with respect the analysis of issues within the food manufacturing sector, including; food safety inspection program design, development and implementation including complex food production and electronic food audit and inspection systems.

Led and collaborated on the development of federal regulations and regulatory compliance programs in food the food industry, including primary and processing sectors in relation to food safety systems, establishment inspection, food safety audits, food import requirements and the integration of other related activities within /government departments and industry.

Managed complex, multi-stakeholder and highly technical food safety initiatives and the related issues at the international, national and local levels using PMBOK for developing a structured business approach/methodology and capturing the strategic key views

Extensive experience with the engagement of industry and senior multi- level government representatives towards the negotiation, development and implementation of horizontal initiatives aimed at accommodating new directions in respect of food safety approaches.

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Security Clearance Level

CISD File No. Expiry Issued by

Secret Level II 59-FIR-01 August 22, 2026 AAFC

Education:

Bachelor's Degree - Agricultural Economics, MacDonald College of McGill University, Montreal, Quebec, Canada, April / 1989 - A science degree focused on agricultural economics with an animal science minor

Diploma – Agriculture, Kemptville College of Agriculture, Guelph University, Kemptville, Ontario, Canada, April / 1980 - Diploma program centered on the common business practices of agriculture for both livestock and horticulture crops.

High School Diploma, Glebe Collegiate, Ottawa, Ontario, Canada, June / 1978

Management Studies and Certificates:

Certified as a Food Auditor for the Food Safety Enhancement Program and ISO processes - 2002

Project Leadership and Communications Management, Canadian Food Inspection Agency – 2011

Managing for Success Certification, Canadian Food Inspection Agency - 2004

Manager Competency Course, Canadian Food Inspection Agency – 2005

Management leadership Course, Canada School of Public Service - 2005

Awards/Achievements:

Queen Elizabeth II Golden Jubilee Medal - May 2013

Recognition Award - 2007 Federal/Provincial/Territorial Food Safety Committee - Recognition award for co-chairing and the participation in the Federal/Provincial/Territorial Sub-committee for On-Farm Food Safety

Imports Task Force - 2001 Presidential Award - Appointed by the President of the CFIA, as a task force leader assigned to develop a horizontal import policy for the CFIA.

Linguistic Profile: English/ Intermediate French: BBB Level Completed.

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Experience:

Project # 8 - Canadian Food Inspection AgencyProject Name: Establishment based Risk Assessment (ERA), Model Project and Antimicrobial Resistance (AMR), initiatives strategic projects within the Science BranchJanuary 2016 to present.

Project Authority: Dr Ashwani Tiwari, Work: 613-773-5988 E-mail: [email protected]

Project Description:

Mr. Firth was involved as a senior advisor business analysis for two critical project files within the Science Branch of the CFIA. The primary project was in support of the Canadian Food Inspection Agency’s Business Transformation and Regulatory Modernization projects and included the development of an electronic process for the assessment of risk for clients within the jurisdiction of the CFIA. The second activity was to develop strategies for the growing health threat of Antimicrobial Resistance both globally and within Canada. The core element of the risk assessment project was to develop an electronic model to identify the level of risk and compliance of industry in relation to food safety and regulatory requirements. The Antimicrobial Resistance activities included the development of national, multi-jurisdictional databases for the capture of core information and surveillance of the use antimicrobial medications for both human and animal health. Mr. Firth provided.

Acting as a senior business analyst and advisor Mr. Firth performed the following tasks:Gathered, analyzed and documented business, stakeholder, user, and solution requirements (functional and non-functional);Consulted and collaborated with external and/or internal business and operational stakeholders, clients and employees regarding future business requirements regarding current and future Business Architecture projects;Worked with senior executives such as members of the CFIA executive management committee including Directorate Directors and the CIO of IM/IT to develop/define the priorities for the execution of the ERA initiative as defined within the Agency Business Architecture;Developed a strategy for establishing business requirements based on stakeholder feedback and awareness of various business scenarios;Using PMBOK for developing a structured business approach/methodology and capturing the strategic key views of the of the ERA;Captured and documented strategic business goals and objectives that provided input for establishing a performance management program including initial metrics and Key Performance Indicators (KPIs) in support of corporate governance and accountability. Reviewed existing and drafted new initial governing policies, directives and/or rules to support newly developed business and operational processes and enable the organization to successfully carry out its mandate and functional responsibilities, Reviewed existing and/or drafted new initial governing documentation such as policies, directives and/or rules to assure corporate governance such as HR, Procurement, Communications, Legal, Finance and IT (incl. data and information management, IT Security,

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Asset Management) is integrated with the business model; made recommendations for making them current for the dynamic economy and in preparation of changing laws and regulations;Provided strategic and tactical advice to senior management regarding Business planning activities related to business transformation;Led the re-designed core business processes and their supporting and enabling technologies and applications to support the new core processes to demonstrate alignment and/or mis-alignment with related internal initiatives and how to reach consistent adoption of the ERA for service delivery across the Agency using a client-centric transformation approach.Analyzed business plans and project documentation to identify and analyzed business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates Worked with core development team members to develop and map core business and operational processes that:Enabled and supported the organization in carrying out its mandate, business objectives and goals;

Identified and described process inputs and outputs; Identified responsibilities of internal and external entities such as regulated industries,

input suppliers, stakeholders, and employees – captured the relationships among roles, capabilities and business units, the decomposition of those business units into sub-units, and the internal or external management of those units;

Developed the specifications for where, how and why the various organizational components fit together as they did, and how they supported the organization's mandate;

Captured the relationships between stakeholders and organizational sub-units, assessing their capability levels for providing services and level of process efficiencies for the development of a future performance management program;

Provided detailed information on how to align programs and services to corporate and business goals and client needs;

Identified opportunities for transformation and assessed impacts of business solutions and technologies and consistency;

Defined the data shared across the enterprise and the relationships between the various data sets;

Developed Business Case, Business Transformation (BT) Project Charter and plan (WBS);

Mentoring and facilitating the development of Business plan to plan strategic planning activities and stakeholder buy-in approach;

Provided guidance/recommendations as to how the ERA model needs to operate to achieve the business goals, and respond to the strategic drivers

Defined and documented interfaces/integration points of manual to automated operations/activities;

Assessing and recommending implementation alternatives to multi stakeholder groups including development teams and business clients through the creation of artifacts such as an Options Analysis;

Served as the liaison between the development team and business representatives; coordinated with those accountable for developing the solution, and the vision for the solution.Successfully engaging stakeholders and service/business owners for developing and implementing a new business architecture strategy by developing visual aids (business models/process maps) to demonstrate to senior management where and how the various organizational components integrate or do not integrate and how they currently support or do not support the organization's mandate, goals and objectives;

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Gathered, analyzed and documented requirements (business, stakeholder, user, functional and non-functional);Reviewed current organizational structure and processes to determine core competencies and responsibilities of various positions; Utilized TOGAF, as a reference, for planning and designing a future Business and Service Model that would result in a new governing and reporting structure for the ERA, relative to the supporting and enabling information technology architecture.Prepared oversized architectural drawings/process maps (business and operational governance posters) for meetings and coaching sessions to present how to integrate business with technology;Based on a detailed, end-to-end Process analysis, developed/drafted a new ERA model that defined the future structure and operation of the organization and policies that would enable the organization to better carry out its mandate and functional responsibilities, and demonstrated how they would integrate with the organization's current actual and planned capabilities in terms of computers, data, information, human resources, communication facilities, and software and management responsibilities;Analyzed business plans and project documentation to identify and analyzed business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates Collaborated with IM/IT Architecture staff to support and improve the ERA Architecture;Planned the requirements, development process by determining which requirements are the highest priority for implementation, and managing subsequent change;Assessed and recommended implementation alternatives to multi stakeholder groups including development teams and business clients through the creation of artifacts;Serve as the liaison between the development team and business representatives; coordinate with the Solution Architect (s) (or those accountable for developing the solution, and the vision for the solution). Acted as primary contact for external partners including leading discussions, presenting complex material at national industry forums, key national industry management meetings and reporting to senior managers up to the EX03 level, for both key files.Provided guidance to staff in developing communication strategies and project activities such as the development of project schedule using MS Project10

Project # 7 Canadian Food Inspection AgencyProject Manager: Development of an Audit Tracking Process for the management of Foreign Country System AuditsApril 2013 to December 2015

Project Authority: Dr. Henri Bietlot, National Manager, Telephone: 613-773-5835 E-mail: [email protected]


In April 2013 the Canadian Food Inspection Agency implemented the first organization transformation to meet the needs of a significant regulatory modernization initiative. Mr. Firth was responsible to manage the development and implementation of a revised process to manage audits of the Canadian Food Inspection System by foreign authorities. Extensive use of the ISO audit principles and procedures formed the basis to revised process to meet

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international standards and required the development of an IT based interface to track, coordinate and providing a reporting interface for all aspects of each audit process. These activities were focussed on the activities by CFIA staff, however extensive discussion and coordination was required between other federal departments and industry representatives.

As the senior business analyst Mr. Firth performed the following tasks:

Provided strategic advice and guidance to the Director—Import/Export Division, Incoming Audit Program Operations Team Lead, and team members;Developed IT Governance model and business policies and processes;Reviewed and made recommendation to current work and job descriptionsAssisted in developing estimates and costing tables while developing a business case and Business Requirements document; Used PMBOK for the development and maintenance of a structured business approach/methodology and capturing the strategic key views within the project plan;Analyzed and modeled the current and future organizational structure due to redesign of business and operational processes;Reviewed IED’s current organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;Mentored the Incoming Audit Project Team, providing strategic, operational, and tactical advice, guidance, and insight in order that they may simultaneously run the existing business process and change the electronic program;Coached members of the Incoming Audit Project Team to develop, broaden, and deepen their understanding, knowledge, experience, and expertise regarding the Incoming Audit Program’s needs, requirements, and expectations;Analyzed the statement of requirements (SOR) and other project documentation to identify and analyze business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates Establish a departmental level Interest Working Groups (IWG) in order to effectively and efficiently manage the complete lifecycle of IED’s existing and future desktop software/solutions and the interface with corporate applications;Provided an analysis of the business model as part of the process development to demonstrate how a change in corporate and organizational governance structure would create greater financial control, cost savings and efficiencies;Prepared and presented briefings and presentations, to executive-management team and various partners and external stakeholders as required; Addressed day-to-day issues and concerns, and proposed risk-mitigation strategies and plans to ensure the Program’s ongoing success; andManaged the development of an operational cost model, for the delivery of the Incoming Audit Program business practices. Managed the development of an operational business model for the delivery of the Incoming Audit Program business practices.Manage the project during the development, implementation and operations startup by ensuring that resources are made available and that the project is developed and is fully operational within previously agreed time, cost and performance parameters. Managed the analysis, development and implementation of a redesigned process to outline, implement and monitor activities in respect to incoming foreign audits based on an ISO Quality Management System (ISO 9000) principles and processes.

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Prepared plans, charts, tables and diagrams to assist in analyzing or displaying problems; worked with a variety of project management tools including MS Word, Excel, Project and VISO.

Defined and documented the objectives for the project; determine budgetary requirements, the composition, roles and responsibilities and terms of reference for the project team.

Prepared plans, charts, tables and diagrams to assist in analyzing or displaying problems; worked with a variety of project management tools. Reported progress of the project on an ongoing basis and at scheduled points in the life cycle.

Developed IT Governance model and business policies and processes for the audit tracking interface;

Reviewed and made recommendation to current work and job descriptions

Assisted in developing estimates and costing tables while developing a business case and Business Requirements document;

Reported progress of the project on an ongoing basis and at scheduled points in the life cycle.

Using the Agile model, led the development of a detailed planning and tracking tool to track audit planning, coordination and reporting function.

Oversaw the coordination of activities of government and industry partners with respect to the participation in foreign country audit missions to Canada, having the objective of maintaining or gaining access to foreign markets.

Monitored activities to resolve short term concerns raised by visiting authorities

Canadian Food Inspection AgencyNational Manger, Inspection Systems SectionOctober 2001 to March 2013Major projects included the following:

Project # 6 Canadian Food Inspection Agency (CFIA)Project Manager: Reference Database for Hazard Identification (RDHI) – Web ApplicationMay 2009- June 2011

Project Authority: Denis Lafleur, Informatics Manager, Telephone: 613-773-7073 E-mail: [email protected]


In support of the Canadian Food Inspection Agency’s effort to modernize the interface capabilities of the website, Mr. Firth led the activities required to manage and deliver the environments and code to develop a web-based interface application to external users to search and develop printable reports in respect to the identification of food safety hazards associated with food production processes, food input materials and related scientific information associated with food-borne illnesses. The deliverables produced needed to be sufficient to meet

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the requirements both Treasury Board and the CFIA in relation to web design. The application needed to be configured to aid external users from varied background in the search and identification of food safety hazards. At the national level, Mr. Firth was required to lead detailed discussion for the identification of client needs and develop strategies for providing a common platform for a search process that would be provide for a dependable search environment and accommodate regular expansion and updating of highly technical information. This database was built across a web-based network infrastructure available to both internal and external users. Tasks Performed:

Provided strategic advice and guidance to the Executive Director (EX03) —Policy and Programs Branch and the CFIA Executive Committee

Establish an enterprise-level Interest Working Groups (IWG) in order to effectively and efficiently manage the complete lifecycle of RDHI’s existing and future desktop software/solutions and the interface with corporate applications;

Used PMBOK for the development and maintenance of a structured business approach/methodology and capturing the strategic key views of the of the Developed and maintained project plan;

Provided an analysis of the business model as part of the process development to demonstrate how a change in corporate and organizational governance structure would create greater financial control, cost savings and efficiencies;

Prepared and presented briefings and presentations, to executive-management team and various partners and external stakeholders as required;

Reviewed PPB’s current organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;

Analyzed business plans and project documentation to identify and analyzed business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates

Addressed day-to-day issues and concerns, and proposed risk-mitigation strategies and plans to ensure the Program’s ongoing success; and

Managed the development of an operational cost model for the delivery of the RDHI business practices.

Managed the development of an operational business model for the delivery of the RDHI business practices.

Manage the project during the development, implementation and operations startup by ensuring that resources are made available and that the project is developed and is fully operational within previously agreed time, cost and performance parameters.

Managed the analysis, development and implementation of a redesigned process to outline, implement and monitor activities in respect to incoming foreign audits based on an ISO Quality Management System (ISO 9000) principles and processes.

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Prepared plans, charts, tables and diagrams to assist in analyzing or displaying problems; worked with a variety of project management tools.


Developed governance model and business policies and processes for the RDHI project including long term management;

Reviewed and made recommendation to current work and job descriptions;


Developed and maintained project plan

Analyzed and modeled the current and future organizational structure due to redesign of business and operational processes;

Reviewed PPB’s current organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;

Analyzed business plans and project documentation to identify and analyzed business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates

Prepared/authored presentations and presented to stakeholders, and facilitated meetings and discussions, and coached various stakeholders including senior management;

Performed high-level organizational assessment/review to assure alignment with current project and future planning objectives

Reviewed organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;

Mentored the RDHI Project Team, providing strategic, operational, and tactical advice, guidance, and insight in order that they may simultaneously run the existing business process and change the electronic program;

Coached members of the RDHI Project Team to develop, broaden, and deepen their understanding, knowledge, experience, and expertise regarding the program’s ongoing need requirements and expectations;

Analyzed the statement of requirements (SOR) and other project documentation to identify and analyze business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates

Establish an enterprise-level Interest Working Groups (IWG) in order to effectively and efficiently manage the complete lifecycle of the Division’s existing and future desktop software/solutions and the interface with corporate applications;

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Prepared and presented briefings and presentations, to CFIA’s executive-management team and various partners and external stakeholders as required;


Created a approach to data management and user interface meeting TB and CFIA requirements, respecting detailed governmental requirements;

Conducted and facilitated whiteboard work sessions with internal staff members and stakeholders to identify, gather and document the inspection data requirements in respect of inspection observations, findings and reporting which led to the, analysis, and consolidation of the requirements to reach the proposed design of the TEST and PROD database and tables.

Created a work flow to engage project stakeholders in the strategy developed;

Order/prioritized all date, environment deliverables and coordinate efforts with project stakeholders;

Integrated the processes and document the steps in order to execute the various tasks;

Provided weekly status reports (written and verbal) to the CFIA senior managers, that included completed tasks for the current week, planned tasks for the following week and any outstanding issues.

Provided knowledge transfer to CFIA staff , senior managers and external clients including industry and provincial governments subject matter experts;

Managed the development of Dataflow Visio diagrams and Standard Operating Procedures.

Provided guidance for the migration of data from an antiquated application;

Managed the application prioritization for release(s) and deployment on the CFIA web page.

Managed the development of a user guide for the training of internal staff

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Project # 5 Canadian Food Inspection Agency (CFIA)Project Manager: On-Farm Food Safety Program (OFFSP)July 2003- June 2008

Project Authority: Heather Holland, National Manager, Telephone (613) 773-6329 E-mail: [email protected]


As the Project Manager, Mr. Firth led the activities required to manage and deliver the environments and code to develop an application to record, track and report on activities related to the complex inspection activities within the CFIA at the national, regional and local levels. The deliverables produced needed to be sufficient to allow the Agency inspection staff to test, compile, execute and demonstrate the validity of all program elements and interfaces in accordance with the CFIA executive approved requirements. The application data capture and report generation needed to be configured to aid in the delivery of inspection activities of the three distinct business lines and the development of software code in accordance with the Treasury Board of Canada Secretariat’s Policy Framework for Information and Technology (Policy on Privacy Protection). At the national level, Mr. Firth was required to lead detailed discussion for the identification of client needs and develop strategies for providing a common platform for a divergent reporting environment. Mr Firth conducted and facilitated whiteboard work sessions with internal staff members and stakeholders to identify, gather and document the inspection data requirements in respect of inspection observations, findings and reporting which led to the, analysis, and consolidation of the requirements to reach the proposed design of the TEST and PROD database and tables. This database was built across the windows network infrastructure to the national and regional development teams that were distributed in the 24 regional sites throughout Canada.

Tasks Performed:

Provided strategic advice and guidance to the President , CFIA and Senior Management Committee;

Developed IT Governance model and policies;

Reviewed and make recommendation to current work and job descriptions


Used PMBOK for the development and maintenance of a structured business approach/methodology and capturing the strategic key views;

Establish an enterprise-level Interest Working Groups (IWG) in order to effectively and efficiently manage the complete lifecycle of OFFSP existing and future desktop software/solutions and the interface with corporate applications;


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Managed the development of an operational cost model for the delivery of the OFFSP business practices.

Managed the development of an operational business model for the delivery of the OFFSP business practices.

Manage the project during the development, implementation and operations startup by ensuring that resources are made available and that the project is developed and is fully operational within previously agreed time, cost and performance parameters.






Reviewed CFIA’s current organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;

Mentored the OFFSP Project Team, providing strategic, operational, and tactical advice, guidance, and insight in order that she/he can simultaneously run the OFFSP business and change the OFFSP program;

Coached members of the OFFSP Project Team Team to develop, broaden, and deepen their understanding, knowledge, experience, and expertise regarding the SAM/APM Program’s needs, requirements, and expectations;


Establish an enterprise-level OFFSP Project Team in order to effectively and efficiently manage the complete lifecycle of CFIA’s existing and future desktop software/solutions and corporate applications;

Designed business architecture model as part of process development to demonstrate how a change in corporate and organizational governance structure would create greater financial control, cost savings and efficiencies;

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Prepared and presented briefings and presentations, to DFATD’s executive-management team and various partners and stakeholders as required;

Addressed day-to-day issues and concerns, and propose risk-mitigation strategies and plans to ensure the Program’s ongoing success; and

Assisted with the development of an operational cost model for the delivery of SAM/APM Program business practices. Conducted interviews to gather system requirements;

Created a repeatable approach to data management , respecting divergent client needs;

Documented, developed and presented the implementation strategy of deployment to CFIA senior management and project stakeholders;


Order/prioritized all date, environment deliverables and coordinated efforts with project stakeholders, including federal and provincial governments and senior industry representatives.

Managed detailed subject matter negotiations between federal and provincial governments and senior industry representatives.

Documented, developed and presented the implementation strategy of deployment to CFIA senior management and project stakeholders including federal and provincial governments and senior industry representatives.



Provided knowledge transfer to CFIA staff and senior managers;

Provided guidance for the migration of data from a diverse set of legacy applications and systems.


Application prioritization for release(s) and deployment of the environments.

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Project # 4 Canadian Food Inspection Agency (CFIA)Project Manager: Multi-Commodity Audit Program (MCAP)May 2001- June 2003

Project Authority: Tom Graham, Director, Telephone: (226) 217-8473 (48473) E-mail: [email protected]


As the Project Manager, Mr. Firth led the activities required to manage and deliver the environments and code to develop an application to record, track and report on activities related to the complex inspection activities within the CFIA at the national, regional and local levels. The deliverables produced needed to be sufficient to allow the Agency inspection program leads to test, compile, execute and demonstrate the validity of all program elements and interfaces in accordance with the CFIA executive approved requirements. The application data capture and report generation needed to be configured to aid in the delivery of inspection activities of the three distinct business lines and the development of software code in accordance with the Treasury Board of Canada Secretariat’s Policy Framework for Information and Technology (Policy on Privacy Protection). At the national level, Mr. Firth was required to lead detailed discussion for the identification of client needs and develop strategies for providing a common platform for a divergent reporting environment. Mr Firth conducted and facilitated whiteboard work sessions with internal staff members and stakeholders to identify, gather and document the inspection data requirements in respect of inspection observations, findings and reporting which led to the, analysis, and consolidation of the requirements to reach the proposed design of the TEST and PROD database and tables. This database was built across the windows network infrastructure to the national and regional development teams that were distributed in the 24 regional sites throughout Canada.

Tasks Performed:

Conducted interviews to gather system requirements;

Used PMBOK for the development and maintenance of a structured business approach/methodology and capturing the strategic key views of the of the Developed and maintained project plan;

Created a repeatable approach to data management, respecting divergent client needs; Developed Business Case, Business Transformation (BT) Project Charter and plan (WBS);

Mentoring and facilitating the development of a Business Model Canvas to describe, design, challenge, invent, and pivot the business/enterprise architecture model as part of strategic planning activities and stakeholder buy-in approach;


Assessing and recommending implementation alternatives to multi stakeholder groups including development teams and business clients through the creation of artifacts such as an Options Analysis;

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Served as the liaison between the development team and business representatives; coordinated with the Solution Architect (s) (or those accountable for developing the solution, and the vision for the solution).

Based on a detailed, end-to-end Process analysis, developed/drafted a new MCAP model that defined the future structure and operation of the organization and policies that would enable the organization to better carry out its mandate and functional responsibilities, and demonstrated how they would integrate with the organization's current actual and planned capabilities in terms of computers, data, information, human resources, communication facilities, and software and management responsibilities;

Analyzed business plans and project documentation to identify and analyzed business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates Collaborated with IM/IT Architecture staff to support and improve the Enterprise Architecture;Planned the requirements development process, determining which requirements are the highest priority for implementation, and managing subsequent change;Assessed and recommended implementation alternatives to multi stakeholder groups including development teams and business clients through the creation of artifacts;Serve as the liaison between the development team and business representatives; coordinate with the Solution Architect (s) (or those accountable for developing the solution, and the vision for the solution).Created a work flow to engage project stakeholders in the strategy developed;




Provided guidance for the migration of data from a diverse set of legacy applications and systems;


An implemented production database meeting the needs of a complex set of user requirements.



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Project # 3 Canadian Food Inspection Agency (CFIA)Project Manager: Import Control Policy and Automated InterfaceJuly 2001- February 2002

Project Authority: Stephen M Brière, Director, Telephone: 613-773-6436 E-mail: [email protected]


As the Project Manager, Mr. Firth led the activities required to manage and deliver the environments and code to develop an application to record, track and report on activities related to the import operations at the national and regional levels. The deliverables produced needed to be sufficient to allow the Agency inspection program leads to test, compile, execute and demonstrate the validity of all program elements and interfaces in accordance with the CFIA executive approved requirements. The application data capture and report generation needed to be configured to aid in the delivery of inspection activities of three distinct business lines and the development software code in accordance with the Treasury Board of Canada Secretariat’s Policy Framework for Information and Technology (Policy on Privacy Protection). Mr. Firth needed to conduct and facilitate whiteboard work sessions with internal staff members and stakeholders to identify, gather and document the Import Program data requirements which led to the, analysis, and consolidation of the requirements to reach the proposed design of the TEST and PROD database and tables. These databases were built across the windows network infrastructure to the national and regional development teams that were distributed in the four regional sites throughout Canada.

Tasks Performed:

Conducted interviews to gather system requirements;

Created a repeatable approach to data management and building environments;

Documented, developed and presented the implementation strategy of deployment to project stakeholders;

Developed IT Governance model and policies;



Used PMBOK processes for the development and maintenance of a structured business approach/methodology and capturing the strategic key views;

Establish an enterprise-level Import Working Groups (IWG) in order to effectively and efficiently manage the complete lifecycle of Import Tracking interface’s existing and future desktop software/solutions and the interface with corporate applications;


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Managed the development of an operational cost model for the delivery of the Import Tracking interface business practices.

Managed the development of an operational business model for the delivery of the Import Tracking interface business practices.

Manage the project during the development, implementation and operations start-up by ensuring that resources are made available and that the project is developed and is fully operational within previously agreed time, cost and performance parameters.






Reviewed the CFIA’s current organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;

Mentored the Import Working Group, providing strategic, operational, and tactical advice, guidance, and insight in order that she/he can simultaneously run the Import Tracking interface business and change requirements;;

Coached members of the integrated Import Working Group to develop, broaden, and deepen their understanding, knowledge, experience, and expertise regarding the Import Tracking interface needs, requirements, and expectations;


Establish an enterprise-level Import Working Group, in order to effectively and efficiently manage the complete lifecycle of CFIA’s existing and future desktop software/solutions and corporate applications;

Designed business architecture model as part of process development to demonstrate how a change in corporate and organizational governance structure would create greater financial control, cost savings and efficiencies;

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Prepared and presented briefings and presentations, to CFIA’s executive-management team and various partners and stakeholders as required;

Addressed day-to-day issues and concerns, and propose risk-mitigation strategies and plans to ensure the Program’s ongoing success; and

Assisted with the development of an operational cost model for the delivery of Import Tracking Program business practices. Conducted interviews to gather system requirements;

Created a repeatable approach to data management , respecting divergent client needs;









Provided guidance for the migration of data from a diverse set of legacy applications and systems.






Provided knowledge transfer CFIA staff;

Presented a draft Import Policy and the Import Tacking interface for use by inspection staff to CFIA senior managers including President level (EX04).

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Provided guidance for the migration of data for all applications, systems;

Application prioritization for release(s) and deployment of the environments

Activities as National Manager, supporting the above noted projects:

Managed the development of an import control policy to provide a consistent baseline for priority setting relative to the internal decision making for an improved consistent delivery of inspection activities to the private sector.

Managed complex files that were generally across a number of food commodities and included activities both within the CFIA and external partners, including both industry and other government departments.

Developed an extensive technical knowledge of food regulations, science based risk management systems, using processes including:

Quality Management System (ISO 9000)

Quality Management System Auditor/Lead Auditor (ISO 9001:2008)

Food Safety Management (ISO 22000)

Codex alimentarius Code of food hygiene principles and Hazard Analysis Critical Control Points

Informed and provided analysis and guidance regularly to senior management with recommendations, briefing notes and other regular correspondence.

Managed relate duties requiring extensive knowledge and management of yearly budgets, human resources activities and ongoing staff direction and evaluation.

Represented the CFIA at numerous public forums such as national industry sessions, industry round table discussions and senior level inter-government committees.

Served as chair to the Federal/Provincial/Territorial sub-committee on Food Safety Recognition Program, requiring a thorough understanding and application of the CFIA and other governmental departments mandates and industry’s perspective in relation to food safety requirements and strategies

Co-chaired an Import Task Team reporting to the then President of the CFIA. The purpose of the task team was evaluate all import activities and develop an Agency Import Policy. The draft policy was provided to the President in 2002.

Completed Projects:

Federal Provincial Territorial Regulatory Assistant Deputy Minister acceptance of the implemented, based on ISO 22000 Food Safety Management Systems:

On-Farm Food Safety Recognition Program

Post-Farm Food Safety Recognition Program

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Development and implementation of the CFIA policy and national strategy for the implementation of an ISO 17000 Environmental Management System for 11 laboratories

Development and implementation of a CFIA Draft Agency Import Policy and Import Tracking interface

Canadian Food Inspection AgencySenior Project Officer / Project ManagerJuly 1994 - September 2001

Project #2 Canadian Food Inspection AgencySenior Project Officer / Project Manager: Reference Database for Hazard Identification (RDHI FoxPro) – DesktopMay 1996 – September 1996

Project Authority: Alex Kassianenko, Business Analysis and ManagementTelephone: 613-773-5807 E-mail: [email protected]


As the Project Manager, Mr. Firth led the activities required to manage and deliver the environments and code to develop a desktop application to provide an electronic program using Foxpro 2.0 for the maintenance and user search functions of a reference database for the production of food products and food-borne illnesses. This database was first developed as a paper document, however became extremely cumbersome for users to effectively search the numerous variables relative to the production of food. As project manager, Mr. Firth researched possible alternatives to restructuring the database, including electronic alternatives. As the benefits of developing an electronic searchable database was identified, private contractors were sourced and through a competitive process a suitable service provided was identified. The deliverable produced was required to be sufficient to allow the Agency staff to use the product both within an office environment and at external sites, as to aid in the delivery of inspection activities. Mr. Firth needed to conduct and facilitate regular working team meeting which led to the, analysis, and consolidation of the requirements, to reach the proposed design of the TEST and PROD database and tables. The final version included a user manual to provide direction in the search processes for regional staff and database updates by national staff. This database was built to accommodate both desktop and portable devices available to staff at this time, both at the national and regional working levels, with the final product designed for easy distribution to inspection staff within the regional sites throughout Canada.

Tasks Performed:

Conducted numerous interviews to identify needs analysis, options and system requirements;

Conducted an outsource selection process for the identification of a service provider

Created a repeatable approach to data management and building environments;


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Managed the development of estimates and costing tables while developing a business case and Business Requirements document;

Used PMBOK processes for the development and maintenance of a structured business approach/methodology and capturing the strategic key views;




Managed the development of an operational cost model for the delivery of the Import Tracking interface business practices.

Managed the development of an operational business model for the delivery of the Import Tracking interface business practices.

Managed the project during the development, implementation and operations start-up by ensuring that resources are made available and that the project is developed and is fully operational within previously agreed time, cost and performance parameters

Documented, developed and presented the implementation strategy of deployment to project stakeholders including senior executives up to the EX02 levels.

Created a work flow to engage project stakeholders in the strategy development, initiation/planning and executing stages; prioritized all date, environment deliverables and coordinate efforts with project stakeholders;






Provided knowledge transfer CFIA staff through the development of a user manual;

Provided a means to evaluate information accuracy during the data transfer to the electronic database.

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An implemented a fully functional search database meeting the needs of the identified user requirements, including both users and the database management.

Managed the development of Standard Operating Procedures for the continued database maintenance.

Provided weekly status reports (written and verbal) to the CFIA senior managers including executive directors, that included completed tasks for the current week, planned tasks for the following week and any outstanding issues.

Presented an integrated searchable database for use by inspection to CFIA senior managers

Activities as a Project Officer, supporting the above noted projects:

Led the analysis and development of number of key components of what became an internationally recognized HACCP program for a number of food commodities under the Meat Inspection Act and Canada Agriculture Products Act

Regularly provided updates and gained senior management support for the continued development and implementation of the project.

Developed and provided technical presentations to national and international food symposiums and national industry technical sessions,

Managed the full implementation of the Food Safety Enhancement Program beyond the IT component. Included within my duties were:

The successful presentation to senior level management of a proposed change to inspection methodologies, representing a significant change in mandated practices.

The technical development of detailed manuals for the application of HACCP for industry and overview activities by Government of Canada inspection staff,

Training material and certification process for government inspection staff.

Extensive consultation within the CFIA, industry and other federal, provincial and international government departments such as United States Food Safety Inspection Service.

Initiated the successful discussion and development for a strategy to enable the use of food safety strategies such as HACCP at the primary food production level and non-traditional food processing levels, at the request of senior management and with Ministerial support.

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Project#1 Agriculture Canada District Program Officer April / 1989 - June / 1994Project Regional Team Member: National Import Tariff Tracking SystemJuly 1990 – March 1991

Project Authority: Adet Thomas, Regional Manager, Telephone: (226) 217-8401 (48401) E-mail: [email protected]


With an increase use of portable computing devices at the local border crossing, a national project was initiated with the development of an electronic system to record and track the applied tariff levels for imported fruit and vegetables. The joint project between industry and a number of Government of Canada departments was created to identify a means to accurately track the applied tariffs to imported fruits and vegetables into Canada. As a regional team member Mr. Firth was required to work at the Ambassador Bridge import center in Windsor, Ontario as the Agriculture Canada representative. The Ambassador Bridge import center represented the heaviest traffic in respect to the importation of fresh and processed fruit s and vegetables into Canada from the United States. At this time all documents received at the time of crossing were manually tracked and later tariffs were applied and charged to the importer of record. This method was time consuming and represented delays and inconsistent application of tariffs to these imported goods. With the development of the proposed National Import Tariff Tracking System, it was anticipated that an improved tracking and tariff application would be realized with the added ability to adjust tariff rates applied to imported products.

Tasks Performed:

Conducted numerous interviews to identify needs analysis, options and system requirements;

Conducted regular meetings at the local level, to review project progress and updates.

Interfaced with custom brokers and Revenue Canada officials towards the discussion and clarification of needs from Agriculture Canada

Contributed to the documentation, development and presentation of the implementation strategy of deployment to project stakeholders including industry representatives and senior executives up to the EX01 levels.

Contributed to the progress charting within a work flow to engage project stakeholders in the strategy development, initiation/planning and executing stages; prioritized all date, environment deliverables and coordinate efforts with project stakeholders;

Integrated the processes and documented the steps in order to execute the various tasks, transforming from a manual process to and electronic format;

Provided a means to evaluate information accuracy during the data transfer to the electronic database.

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Provided knowledge transfer from an Agriculture Canada perspective towards the development of a user manual;

Activities as a Project Officer, supporting the above noted project:

Responsible for the oversight of delivery of 3 food commodity inspection programs, including Fresh Fruit and Vegetable Products, Dairy and Processed Products.

Developed working planning, staff training programs, staff auditing, and transfer of new program activities and updates to staff. As well, was lead on investigation activities, coordination of product sampling plan implementation, industry/government liaison and reporting to the area and NCR level.

Initiated a strong understanding of the industry within the regional food industry within Southwest Ontario.

Developed and maintained a significant understanding of the application and interpretation of various federal regulations including the Canada Agriculture Products Act and the Meat inspection Act.

Principle lead team member of a border Import Blitz Team, regularly providing support to Canadian Border Services Agency, relative to food imports including onsite activities at 3 border locations.

Co-led the development, piloting and national implementation of an inter-departmental approach to a joint audit process for the evaluation of food processors.

Regularly acted within the role of the Ontario Regional Specialist reporting directly to AAFC headquarters and responsible for having oversight for the delivery of all activities for Fresh and Dairy product inspection programs within the Ontario area.

Leadership role within a number of special national projects such as the national import project and implementation of Registered Produce Warehouse program.

Agriculture and Agri-Food Canada Primary Products InspectorVarious locations within Ontario March 1981 – April 1989

Occupied 2 positions at the inspector level throughout this time period.

Carried out food safety inspections and product inspections the in Toronto region, as both a beef grader and egg products inspector,

As a multi-commodity inspector located in Southeastern Ontario, was responsible for food inspection activities that included egg and egg products, as well as beef grading, certification of fresh and processed fruits and vegetables.

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Inspection activities involved both product inspection for safety and quality attributes and premise inspection for food safety and sanitary conditions.

Acting in a professional manner, the position duties were required to work with little supervision and expected to meet work objectives.

Interfacing with company representatives required a strong understanding of the interpretation, application and when required, the enforcement of various federal food Acts and respective regulations.

Product inspection included grade certification for domestic, import and export requirements and verification of quality/wholesomeness based on regulatory requirements.

During this period, returned to university and received my BSc, from MacDonald College of McGill University in Agricultural Economics.

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