Supporting documents – NUMCC : May 4th, 2021 ISC
Description: Supporting documents NUMCC : May 4th, 2021 ISC Modern Workplace Welcome Forward MWPlacematsNUMCCMay4thENG.pptx Our Ear to the Ground (Update on Engagement) Overall enthusiasm and agreement that the timing is right (pandemic being the
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slide1. Supporting documents – NUMCC : May 4th, 2021 ISC Modern Workplace Welcome Forward MWPlacemats_NUMCC_May4th_ENG.pptx<br>
slide2. Our Ear to the Ground (Update on Engagement) Overall enthusiasm and agreement that the timing is right (pandemic being the time machine to the future)
Need to prioritize and invest on what will support the devolution of services down the line
Nationalization talent and work – including better in/closer to communities – is very well received
Need to evaluate how changes to the workplace impact the day to day wellbeing and mental health of employees and facilitate the transition
Robust communications and change impact and readiness assessments are critical
Need to involve staff and Indigenous partners throughout
Need to acknowledge regional realities and context
Communication will be a success factor (consistency in policy application, maintaining momentum, managing expectations)
Clear governance is essential
Need to tackle short-term pressures while planning our journey toward our destination
Interest in learning how/when some concepts highlighted in the vision will unfold (or if already available) Indigenous Employees Network
Indigenous involvement is essential and providing Network Leaders a concrete leadership role is welcomed
Excited by the opportunities this will give to Indigenous people (incl. working from communities)
IT considerations relating to remote locations
Need to see more how devolution is considered within the 4 dimensions and vision
Workspace design needs to be created in an appropriate and tasteful fashion, respecting indigenous culture diversity
Lodges are a bridge between workspace & culture and require stable operating funding, as well as promotion from coast to coast Young Professional Network
Being scheduled tentatively for April 15th Unions
Positive reaction, including of early involvement
Agreement that there is no returning back to the exact same environment after so many months working from home
Recognition that ISC is a pioneer (GoC ) –with support for ISC to continue advancing and providing a plan of action
Notions of mobility and flexibility in work arrangements are key
Transparency and equity – Our teleworking framework should be revisited as it relies mainly on managers discretion (telework by exception)
Workplace wellness should to be a cross-cutting principle In December of 2020, SMC endorsed a bold vision for ISC Workplace of the Future which launched thorough consultation and mobilization process. We have socialized the vision and engaged extensively early to ensure plans can reflect what was heard, and leaders feel comfortable ‘owning the change’.
The engagement process is divided in four distinct, purpose oriented categories: 1- Functional authorities involved in the implementation; 2- ISC leaders from coast to coast; 3- ISC employees; 4- Horizontal networks.
Our video explaining ISC vision has been presented more than 75 times over the past 3 months, internally and externally, followed by discussions, allowing us to gather precious Intel informing our way forward. Output: A comprehensive strategy to extensively engage our staff is under development in collaboration with Communications Branch – Return to the office considerations will be incorporated.
Various engagement activities (eg. Communiqué, Town Hall, Outreach, Surveys, Discussion forum, etc.) will start unrolling in Q1 2021-22.
In preparation, Unions representatives were met, informed and consulted for the 1st time, in March 2021. Workplace Wellness Network
To be scheduled in collaboration with Champions 100% of ISC Sectors senior management tables have been engaged.
Over 250 leaders mobilized to date. 86% of RO and FNIHB Regional offices management table were consulted. More sessions in the upcoming weeks.
Over 100 leaders were engaged in Regions, with some more to come. Dimension Leads:
Workspace – CFFRDO-ASB
Tools – CFRDO-IMB
Talent – HRWSB
Culture – HRWSB & CFRDO-DPMP No silos – Ensure mapping of dependencies, Enterprise investments and priority-setting, consistent policy application and guidelines.
Robust, transparent governance and coordination is required, as well as clear accountability
Shared-services provide opportunities to optimize efforts across departments, while partnerships with other departments and Central Agencies are key
Assessing change readiness and impact, along with ongoing, two-way communications will be essential
Executive engagement will be required throughout (leading by example)
Accessibility and Workplace Wellness considerations need to be cross-cutting guiding principles Champions engaged to date:
Accessibility
Workplace Wellness Supporting Teams:
Communications
Finances (CFRDO-PRM)
Indigenous Employees Secretariat ISC Modern Workplace Output: An integrated roadmap of planned activities, projects and required investments to be delivered by end of Q1 of 2021-22<br>
slide3. ISC Modern Workplace Leaders Engagement – Key Preliminary Findings
Overall enthusiasm and agreement that the timing is right (pandemic being the time machine to the future)
Need to prioritize and invest on what will support the devolution of services down the line
Nationalization talent and work – including better in/closer to communities – is very well receivedNeed to evaluate how changes to the workplace impact the day to day wellbeing and mental health of employees and facilitate the transition
Wellbeing and mental health – Need to evaluate how changes to the workplace impact the day to day of employees and facilitate the transition
Robust communications and change impact and readiness assessments are critical
Need to involve staff and Indigenous partners throughout
Need to acknowledge regional realities and context
Communication will be a success factor (consistency in policy application, maintaining momentum, managing expectations)
Clear governance is essential
Interest in learning how/when some concepts highlighted in the vision will unfold (or if already available)
Need to tackle short-term pressures (A) while planning our journey toward our destination (B) Short-Term Pressures (A)
Business Resumption – Planning and coordinating the next 3 to 6 months
Security of Information – Mitigating remote working security challenges
Equipping Frontline Staff – Providing adequate support to frontline employees Business Resumption – MW vision-related key activities to tackle
Not being caught off guard when returning to the office will become a viable option Review risks and mitigation measures
Review Service Tracking and Operations
Transition solutions to security of information challenges when remote working Health and Safety measures in context of public health guidance
Plan (and prep work) on hoteling for unassigned across sites, and clarity on transition state for where there remains assigned seating
Repositioning the Online Booking System for fulsome use for those in unassigned seating, requiring access to new buildings based on geographical location Welcome --- Business Resumption: Transitioning back to the office
Forward --- New Reality: Transitioning from our current to future workplace EVERGREEN WELCOME FORWARD STRATEGY – DRAFT BOL – vMarch25rd, 2021 Policy direction (and tools) on remote/telework and its application
Workforce scan:
Identification of new employees having onboarded since Pandemic (never assigned seating)
Identify employees having gone to unassigned and those still assigned
SMC-endorsed guidance to Managers (and employees) on:
Remote/hybrid vs in-person work --- and expected transition
Strategic business travel considerations
Work in communities and other talent/work nationalization considerations
Official languages and language training considerations
Values and Ethics considerations Journey Toward our Destination (B)
Establishing a sound governance framework and clarifying our R&Rs
Developing our roadmap – Developing strategic and tactical plans, while addressing interrelated dependencies and key policy considerations – Low hanging fruits will be identified
Ensuring robust project and change management from the get go NOW OUR DESTINATION<br>
slide4. ISC Modern Workplace
Already in Motion Projects Sponsored under Talent
Nationalization of talent and work – How does it unroll? (Work from communities, OL, Travel, Staffing, V&E and location of work)
Transitioning to telework and hybrid arrangements (Policy direction within our current policy framework/collective agreements)
Onboarding employees in a virtual environment
Direction to management regarding Return to the office
Workforce scan – Assessing the evolution during the pandemic Projects Sponsored under Workspace
MW Self-funded model – How/when will this happen
Closer to communities – Departmental approach
Online booking system 2.0
Various space modernization projects – TDLC, Montclair Hub, and in many regions
Digital ID – Virtual/national access card module
National approach to Hoteling for unassigned seating
Health and safety measures
Direction on some universal mod unanswered questions (eg. Assigned or unassigned seating for EXs; Universal bathroom, etc.) Projects Sponsored under Tools
One ISC Network
Frontline employees – Tracking tools deployed, assessing further requirements
IM/IT Security in virtual environment
eSignature 2.0
IT Support services – Deployment of a tool enabling self-services and online status
Record/Data management – Plan regarding the digitization of processes
Data driven decision making – EPIC deployment is initiated Projects Sponsored under Culture
ISC Strategic Plan and Culture – Building our Future Together
Support to virtual leadership
Lodge – Clarifying funding and governance
Culturally competent – Departmental approach
Proximity of services – Departmental approach An integrated roadmap of planned activities, projects and required investments to be delivered by end of Q1 of 2021-22 Approx. 55% of our workforce are officially located in region versus 45% in NCR
27,6% of ISC workforce is self-identified as Indigenous employees Did You Know? There are 7 cities in which ISC has multiple premises
For 29 cities ISC has a Reimbursing Space status (PSPC) generating annual spending
Over $1,1M$ were spent in 2021-21 on 4 space mod projects (Halifax, Quebec city, TDLC, Montclair) for which $4M are also committed in 2021-22 Did You Know? An Indigenous lens has been integrated into departmental planning
7 lodges / Kumik are available for ISC (and CIRNAC) employees, from coast to coast Did You Know? GoC-wide secure communication channel pilot underway w/ MinO and DMO (VfSO, SPfC)
IT Support service model evolved by introducing a Virtual Call Center
More than 2500 Smartphones and 1500 Laptops/Tablets were deployed in 2020-21
Over 9000 new users were given access to MS Teams in 2020-21 Did You Know? MW_InMotion_v2April6th,2021_BOL DRAFT<br>
slide2. Our Ear to the Ground (Update on Engagement) Overall enthusiasm and agreement that the timing is right (pandemic being the time machine to the future)
Need to prioritize and invest on what will support the devolution of services down the line
Nationalization talent and work – including better in/closer to communities – is very well received
Need to evaluate how changes to the workplace impact the day to day wellbeing and mental health of employees and facilitate the transition
Robust communications and change impact and readiness assessments are critical
Need to involve staff and Indigenous partners throughout
Need to acknowledge regional realities and context
Communication will be a success factor (consistency in policy application, maintaining momentum, managing expectations)
Clear governance is essential
Need to tackle short-term pressures while planning our journey toward our destination
Interest in learning how/when some concepts highlighted in the vision will unfold (or if already available) Indigenous Employees Network
Indigenous involvement is essential and providing Network Leaders a concrete leadership role is welcomed
Excited by the opportunities this will give to Indigenous people (incl. working from communities)
IT considerations relating to remote locations
Need to see more how devolution is considered within the 4 dimensions and vision
Workspace design needs to be created in an appropriate and tasteful fashion, respecting indigenous culture diversity
Lodges are a bridge between workspace & culture and require stable operating funding, as well as promotion from coast to coast Young Professional Network
Being scheduled tentatively for April 15th Unions
Positive reaction, including of early involvement
Agreement that there is no returning back to the exact same environment after so many months working from home
Recognition that ISC is a pioneer (GoC ) –with support for ISC to continue advancing and providing a plan of action
Notions of mobility and flexibility in work arrangements are key
Transparency and equity – Our teleworking framework should be revisited as it relies mainly on managers discretion (telework by exception)
Workplace wellness should to be a cross-cutting principle In December of 2020, SMC endorsed a bold vision for ISC Workplace of the Future which launched thorough consultation and mobilization process. We have socialized the vision and engaged extensively early to ensure plans can reflect what was heard, and leaders feel comfortable ‘owning the change’.
The engagement process is divided in four distinct, purpose oriented categories: 1- Functional authorities involved in the implementation; 2- ISC leaders from coast to coast; 3- ISC employees; 4- Horizontal networks.
Our video explaining ISC vision has been presented more than 75 times over the past 3 months, internally and externally, followed by discussions, allowing us to gather precious Intel informing our way forward. Output: A comprehensive strategy to extensively engage our staff is under development in collaboration with Communications Branch – Return to the office considerations will be incorporated.
Various engagement activities (eg. Communiqué, Town Hall, Outreach, Surveys, Discussion forum, etc.) will start unrolling in Q1 2021-22.
In preparation, Unions representatives were met, informed and consulted for the 1st time, in March 2021. Workplace Wellness Network
To be scheduled in collaboration with Champions 100% of ISC Sectors senior management tables have been engaged.
Over 250 leaders mobilized to date. 86% of RO and FNIHB Regional offices management table were consulted. More sessions in the upcoming weeks.
Over 100 leaders were engaged in Regions, with some more to come. Dimension Leads:
Workspace – CFFRDO-ASB
Tools – CFRDO-IMB
Talent – HRWSB
Culture – HRWSB & CFRDO-DPMP No silos – Ensure mapping of dependencies, Enterprise investments and priority-setting, consistent policy application and guidelines.
Robust, transparent governance and coordination is required, as well as clear accountability
Shared-services provide opportunities to optimize efforts across departments, while partnerships with other departments and Central Agencies are key
Assessing change readiness and impact, along with ongoing, two-way communications will be essential
Executive engagement will be required throughout (leading by example)
Accessibility and Workplace Wellness considerations need to be cross-cutting guiding principles Champions engaged to date:
Accessibility
Workplace Wellness Supporting Teams:
Communications
Finances (CFRDO-PRM)
Indigenous Employees Secretariat ISC Modern Workplace Output: An integrated roadmap of planned activities, projects and required investments to be delivered by end of Q1 of 2021-22<br>
slide3. ISC Modern Workplace Leaders Engagement – Key Preliminary Findings
Overall enthusiasm and agreement that the timing is right (pandemic being the time machine to the future)
Need to prioritize and invest on what will support the devolution of services down the line
Nationalization talent and work – including better in/closer to communities – is very well receivedNeed to evaluate how changes to the workplace impact the day to day wellbeing and mental health of employees and facilitate the transition
Wellbeing and mental health – Need to evaluate how changes to the workplace impact the day to day of employees and facilitate the transition
Robust communications and change impact and readiness assessments are critical
Need to involve staff and Indigenous partners throughout
Need to acknowledge regional realities and context
Communication will be a success factor (consistency in policy application, maintaining momentum, managing expectations)
Clear governance is essential
Interest in learning how/when some concepts highlighted in the vision will unfold (or if already available)
Need to tackle short-term pressures (A) while planning our journey toward our destination (B) Short-Term Pressures (A)
Business Resumption – Planning and coordinating the next 3 to 6 months
Security of Information – Mitigating remote working security challenges
Equipping Frontline Staff – Providing adequate support to frontline employees Business Resumption – MW vision-related key activities to tackle
Not being caught off guard when returning to the office will become a viable option Review risks and mitigation measures
Review Service Tracking and Operations
Transition solutions to security of information challenges when remote working Health and Safety measures in context of public health guidance
Plan (and prep work) on hoteling for unassigned across sites, and clarity on transition state for where there remains assigned seating
Repositioning the Online Booking System for fulsome use for those in unassigned seating, requiring access to new buildings based on geographical location Welcome --- Business Resumption: Transitioning back to the office
Forward --- New Reality: Transitioning from our current to future workplace EVERGREEN WELCOME FORWARD STRATEGY – DRAFT BOL – vMarch25rd, 2021 Policy direction (and tools) on remote/telework and its application
Workforce scan:
Identification of new employees having onboarded since Pandemic (never assigned seating)
Identify employees having gone to unassigned and those still assigned
SMC-endorsed guidance to Managers (and employees) on:
Remote/hybrid vs in-person work --- and expected transition
Strategic business travel considerations
Work in communities and other talent/work nationalization considerations
Official languages and language training considerations
Values and Ethics considerations Journey Toward our Destination (B)
Establishing a sound governance framework and clarifying our R&Rs
Developing our roadmap – Developing strategic and tactical plans, while addressing interrelated dependencies and key policy considerations – Low hanging fruits will be identified
Ensuring robust project and change management from the get go NOW OUR DESTINATION<br>
slide4. ISC Modern Workplace
Already in Motion Projects Sponsored under Talent
Nationalization of talent and work – How does it unroll? (Work from communities, OL, Travel, Staffing, V&E and location of work)
Transitioning to telework and hybrid arrangements (Policy direction within our current policy framework/collective agreements)
Onboarding employees in a virtual environment
Direction to management regarding Return to the office
Workforce scan – Assessing the evolution during the pandemic Projects Sponsored under Workspace
MW Self-funded model – How/when will this happen
Closer to communities – Departmental approach
Online booking system 2.0
Various space modernization projects – TDLC, Montclair Hub, and in many regions
Digital ID – Virtual/national access card module
National approach to Hoteling for unassigned seating
Health and safety measures
Direction on some universal mod unanswered questions (eg. Assigned or unassigned seating for EXs; Universal bathroom, etc.) Projects Sponsored under Tools
One ISC Network
Frontline employees – Tracking tools deployed, assessing further requirements
IM/IT Security in virtual environment
eSignature 2.0
IT Support services – Deployment of a tool enabling self-services and online status
Record/Data management – Plan regarding the digitization of processes
Data driven decision making – EPIC deployment is initiated Projects Sponsored under Culture
ISC Strategic Plan and Culture – Building our Future Together
Support to virtual leadership
Lodge – Clarifying funding and governance
Culturally competent – Departmental approach
Proximity of services – Departmental approach An integrated roadmap of planned activities, projects and required investments to be delivered by end of Q1 of 2021-22 Approx. 55% of our workforce are officially located in region versus 45% in NCR
27,6% of ISC workforce is self-identified as Indigenous employees Did You Know? There are 7 cities in which ISC has multiple premises
For 29 cities ISC has a Reimbursing Space status (PSPC) generating annual spending
Over $1,1M$ were spent in 2021-21 on 4 space mod projects (Halifax, Quebec city, TDLC, Montclair) for which $4M are also committed in 2021-22 Did You Know? An Indigenous lens has been integrated into departmental planning
7 lodges / Kumik are available for ISC (and CIRNAC) employees, from coast to coast Did You Know? GoC-wide secure communication channel pilot underway w/ MinO and DMO (VfSO, SPfC)
IT Support service model evolved by introducing a Virtual Call Center
More than 2500 Smartphones and 1500 Laptops/Tablets were deployed in 2020-21
Over 9000 new users were given access to MS Teams in 2020-21 Did You Know? MW_InMotion_v2April6th,2021_BOL DRAFT<br>