OurTC: Transport Canada’s Hybrid Workplace

Summary:

The “OurTC” Future of Work initiative is a result of a transformation agenda established in 2018 to ensure that Transport Canada (TC) was positioned as an employer of choice. Early adoption of a number of tools and technologies through an initiative originally known as “TC Transformation” enabled a successful departmental transition to a remote work model during the pandemic and a flexible work model after the pandemic. The unit responsible for the implementation of the initiative takes on the roles of facilitator, coordinator and lead for a diverse set of activities to support TC employees and managers in their transition to the new flexible work model. These activities include:

  • The development and communication of guidance and support (Team Charters, Manager’s Guide, Knowledge Articles and FAQs, etc.);
  • The creation of tools (Work Arrangement Agreement app and FlexiDesk app); and
  • The establishment of key working groups to address specific ongoing challenges given a hybrid work environment (Travel and Location of Work, Working Alone, Inter-Regional).

Overview:

In 2021, the goal of the OurTC initiative became to support the organization in its efforts to establish a long-term vision for flexible work. This vision extended beyond the temporary pandemic response measures by defining and implementing a post-pandemic model that balanced the needs of employees, managers and the organization. OurTC’s vision entailed retaining and attracting a high-performing, diverse workforce by being a leader in creating a flexible, service-oriented, and digitally-enabled work environment. At its core, the initiative was based on the following guiding principles:

  • Continue to deliver on TC’s core mandate and obligations, including service delivery, security, and other policy requirements;
  • Enable both on-site and virtual work options without having one as the default and the other as the exception;
  • Identify the appropriate level of flexibility (including worksite, schedule, and location) to find work arrangements that meet the needs of the organization, manager, team, and employee;
  • Support managers with the guidance, training, policies, and decision-making authority they need to confidently and successfully implement the OurTC vision; and
  • Value, prioritize, and promote social connection, mental health, physical health, and wellness.

The OurTC team continues to support the Deputies in effecting change across the Department in support of their strategic vision for a flexible work model. Among these activities are:

  • The development and publication of key information resources (e.g., frequently asked questions);
  • The establishment of key working groups to address any issues stemming from hybrid work;
  • The coordination of surveys and consultation sessions with the TC workforce; and
  • The monitoring and reporting of relevant data.

TC has been a front runner in the realm of Future of Work in the Government of Canada, with over 20 departments and agencies, including Treasury Board Secretariat (TBS), seeking information on our resources and tools, including:

  • The FlexiDesk and Work Arrangement Agreement (WAA) applications; and,
  • The Team Charter and Strategic Direction templates, including guidance documents.

The work undertaken by the OurTC team to enable a flexible work environment has laid the groundwork for a successful transition following the “Common hybrid work model for the Federal Public Service” communication and direction recently set by TBS. For instance, under the purview of the OurTC initiative, the Department put great effort and resources into converting a substantial portion of its cubicles to modern touchdown workstations and collaborative spaces. This facilitates TC’s successful and timely transition to the new government-wide requirements for hybrid work. Further work is underway to provide additional touchdown spaces to TC’s buildings both in the National Capital Region and regions.

With respect to the new direction, the department aims to fully meet the required 40 to 60% minimum days on-site by the end of the fiscal year 2022-23. To this effect, TC developed and communicated a clear implementation plan that included:

  • The establishment of an internal minimum requirement of 8 days on-site per 4-week period
  • The development and activation of key enhancements to the WAA application
  • The identification of specific timelines for the completion of the following activities:
    • Revision of all team charters by February 3, 2023
    • Submission of new WAAs by February 17, 2023
    • New WAA expected to be in force once signed, but no later than March 31, 2023

In addition, regarding the application of specific exceptions to the new government-wide directive, the department has established a DG level review committee to ensure consistency and alignment with TBS’ criteria as well as other internal priorities.

As we look ahead, OurTC will continue to ensure alignment of our tools and resources with the new directive and begin reporting on its success. Work is underway to establish a formal framework, including a logic model, to monitor and report on the initiative’s results, as well as identify any issues and gaps as they arise.