Mélanie Copeland, Director, Digital Transformation CIRNAC, Canada

1. How do you use technology/policy to improve citizens’ lives? Tell us about your role or organisation.

My passion for digital transformation began in 2018 with the introduction of the Government of Canada Digital Standards which serve to help public servants build user-centric services for people, businesses and communities.

Most recently, I joined the Department of Crown-Indigenous Relations and Northern Affairs Canada as Director for Digital Transformation (CIRNAC). My focus here is to enhance the efficiency, accessibility, and effectiveness of our operations and services through the adoption of digital technologies and a service mindset.

In the work I lead, I always look to answer two questions. One is how can we make it easier and simpler for Indigenous peoples of Canada to interact with government services, and the other is how can we support our internal staff in delivering better client experiences.

To do this, I advocate for going digital and adopting modern ways of working to drive forward new capabilities and results – inviting colleagues to experiment with the technology available to them and to put themselves in the user’s shoes.

2. What was the most impactful project you worked on this year?

While working for Employment and Social Development Canada, I was honoured to be part of a team that had the opportunity to re-think how citizens obtain information on government benefits and services online. Through this work, the team launched a series of information hubs on Canada.ca – geared to serving citizens based on various life events. Multiple countries are headed in this direction, including Canada. How can we make it easier for citizens to find what they’re looking for, when they need it the most – whether they are planning for retirement or grieving the loss of a loved one.

I would not do this question justice, however, without speaking of my most exciting project to date. When travel restrictions began to lift after the Covid-19 pandemic, we were overwhelmed with the flood of passport requests coming in.

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In an attempt to reduce the passport backlog, our Design Thinking team was approached and asked to offer its creative solutioning services to help come up with actionable ideas.

At the peak of the backlog, the heads of the department decided to pull a handful of passport officers from the frontlines to join us in a six-hour solutioning session. We came out of there with 22 co-designed solutions, four of which could be actioned the very next morning. The team had put on a full production to make this a productive and meaningful experience for passport officers who were working tirelessly. “Thank you for giving us a voice”, one of them said. My colleagues will agree this was the peak of our time together.

3. What was one unexpected learning from 2024?

I am fascinated with how organisations determine and manage their tolerance to risk. It is one of the first things I assess when joining a new department or team – how far can I push it before I get pushback? I’ve come to find that there is no perfect formula for figuring out where that line is.

Some organisations are small and nimble and use that to their advantage in taking and dealing with risk. Other organisations do the opposite – and prioritize the safeguarding of internal information. Do not assume organisations of a similar size or mandate manage risk the same way. Culture – whether embedded or coming from the top-down, varies and greatly influences the latitude given. The same team that limits access to data and systems may be the first to offer their support and participate in a solutioning session. When they do, I welcome them with open arms.

4. What’s a tool or technique you’re excited to explore in 2025?

As of right now, I am hyper-focused on automating tasks and processes, and doing so with the tools already at our disposal, such as Robotics Process Automation. PowerBI, PowerAutomate and even ChatGPT. Part of this work means tackling the fears around automation and other new tech – having colleagues try it out for themselves and helping them make the realization that it’s just about working differently.

You wouldn’t perform your accounting functions with a pen and paper – you use Excel or another software for that. The same goes for producing analytical reports – we can now make use of powerful tools to improve the quality and turnaround.

5. Everybody’s talking about AI today – give us your hot take on AI and what it means for the public sector.

I’ve stepped out of my comfort zone this year. Although I’m the Director for Digital Transformation and a long-time advocate for going digital, I don’t have a technical background other than a programming course back in university. I like to think I’ve been around technical folks long enough that I can navigate my way just fine.

I recently had the opportunity to join a roundtable discussion with multi-sector executives from Canada and the United States to discuss everything from AI to automation to culture. What I came to find through those discussions is that everyone is learning by doing. There is no roadmap to applying AI – it is still a product in flight, and it makes mistakes. We won’t know the limits of AI unless we use it regularly, experiment with it in our personal time, and share what we’re learning with others. I never thought I’d have to become an expert AI - but you can’t lead if you don’t understand how it works.

6. What are your priorities for 2025?

As the Director of Digital Transformation for my Department, I am focused on making sure all staff, at any level, know how to leverage the tools readily available to them – whether it be ChatGPT or an existing internal application. It’s natural to want to solve a problem with something new – thinking that’s the way to get unstuck. Oftentimes the issue is not about having access to the right tools, but rather rooted in analog processes and a lack of internal capability. My job is to make sure everyone knows where to go and what to use to make their ideas come to fruition. A digital sherpa that connects people and things together.

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7. What advice do you have for public sector innovators?

Have an innovative idea? Seek out an executive sponsor and build trusting partnerships. I’ve gone the grassroots route many times, and I’ve come to find that you can get much further, quicker, by having the support of a high-ranking member of your organisation who can unblock and support where needed. Innovation takes a village – seek out like-minded individuals, and those whose expertise or buy-in you’ll need to make your ideas a reality.

8. Who inspires you today?

When searching for inspiration, I go looking in the far corners of the organisation. You’re bound to find someone who’s working on something really interesting off the side of their desk, or another who has a brilliant idea but doesn’t know who to pitch it to.

I am most inspired by employees who have the courage to act on their curiosity. “I wonder if we could fix this by leveraging...”, “What if we made it easier for front-line staff to do...”. If I see someone testing out a new tool, I’ll often encourage them to see how far they can take it. “Try to break the thing” I tell them. Who knows the limit you’ll reach.