Changes

== About GCmobility ==

== About GCmobility ==

Although mobility rates will vary throughout the life cycle of the public service, we are witnessing drivers both within and outside government that are changing our perspectives on mobility. Internal drivers may include changing government priorities as well as changes in governing political parties. An example of an external driver is the rise of the Gig Economy. As reported by ITWorldCanada "The gig economy is coming on with incredible speed in Canada. According to [http://content.randstad.ca/hubfs/workforce2025/Workforce-2025-Randstad-Part1.pdf Randstad Canada’s Workforce 2025 report], nontraditional workers (i.e., contractors, consultants, remote and/or freelance workers) currently make up 20 to 30 per cent of Canada’s workforce."

Although mobility rates will vary throughout the life cycle of the public service, we are witnessing drivers both within and outside government that are changing our perspectives on mobility. Internal drivers may include changing government priorities as well as changes in governing political parties. An example of an external driver is the rise of the Gig Economy. As reported by ITWorldCanada "The gig economy is coming on with incredible speed in Canada. According to [http://content.randstad.ca/hubfs/workforce2025/Workforce-2025-Randstad-Part1.pdf Randstad Canada’s Workforce 2025 report], nontraditional workers (i.e., contractors, consultants, remote and/or freelance workers) currently make up 20 to 30 per cent of Canada’s workforce."

The government of Canada has a long history of leveraging external resources to support innovation, surge capacity and specialized skills acquisition. Some believe that these tools may be overused, leading to terms like "[https://www.policyalternatives.ca/publications/reports/shadow-public-service Shadow Public Service]" made up of contractors, consultants, casual workers and students. However, there has also been a history of a group of public servants that are been busy moving around government to work on exciting projects and this number seems to be growing. The 2007 the [https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12552 Policy on Interchange Canada] lead to Interchange Canada "an exchange program between the core public administration and other organizations in private, public and not-for-profit sectors in Canada and internationally."   

The government of Canada has a long history of leveraging external resources to support innovation, surge capacity and specialized skills acquisition. Some believe that these tools may be overused, leading to terms like "[https://www.policyalternatives.ca/publications/reports/shadow-public-service Shadow Public Service]" made up of contractors, consultants, casual workers and students. However, there has also been a history of a group of public servants that are been busy moving around government to work on exciting projects and this number seems to be growing.  

 

The [https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12552 Policy on Interchange Canada] lead to the development of [https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/interchange-canada.html Interchange Canada], "an exchange program between the core public administration and other organizations in private, public and not-for-profit sectors in Canada and internationally. "Since 1971, Interchange Canada has been facilitating temporary assignments of individuals in and out of the Core Public Administration. Assignments take place with other sectors including private companies, non-profits, educational institutions, and international organizations, among others." (Personal Communications: [[gccollab:blog/view/3258098/engcmobility-update-iteration-15fr|Peter Wesolowski]]). The Policy on Interchange continues to be updated including in 2007 and 2012, demonstrating the government of Canada's continued interest in supporting mobility initiatives between the public service and other sectors.  

A growing number of HR innovation programs such as Canada's Free Agents, PCO Fellowships, TBS Talent Cloud and GCEntrepreneurs have been helping to formalize the structure, acceptance and utility of Gig workers within the Government. As the Gig economy starts to mature within a Government of Canada context, we have an opportunity to re-think what a public service might looks like.

A growing number of HR innovation programs such as Canada's Free Agents, PCO Fellowships, TBS Talent Cloud, Canadian Digital Service (CDS) and GCEntrepreneurs have been helping to formalize the structure, acceptance and utility of Gig workers within the Government. As the Gig economy starts to mature within a Government of Canada context, we have an opportunity to re-think what a public service might look like.

Unlike the above average mobility rates of over 30% found in the Executive ranks of the public service, Gig workers can experience hyper mobility rates of 100% to 300%, where a rate of 100% would mean an employee would undertake an individual gig once a year, a rate of 200% would result in a new gig every 6 months , and a rate of 300% would result in a new gig every 4 months (or 3 gigs per year).

Unlike the above average mobility rates of over 30% found in the Executive ranks of the public service, Gig workers can experience hyper mobility rates of 100% to 300%, where a rate of 100% would mean an employee would undertake an individual gig once a year, a rate of 200% would result in a new gig every 6 months , and a rate of 300% would result in a new gig every 4 months (or 3 gigs per year).

GCmobility is most interested in the use case of Hyper Mobile, Gig workers that experience the same on-boarding and offboarding process that other employees experience, however in a more compressed schedule. Many departments have developed on-boarding and orientation frameworks that could take months or years to fully complete. GC Gig workers will compress that schedule into a matter of weeks, and this can put pressure on already strained internal business processes.

GCmobility is most interested in the use case of Hyper Mobile. In this context, Gig workers experience the same on-boarding and off-boarding process that other employees experience, however in a more compressed schedule. Many departments have developed on-boarding and orientation frameworks that could take months or years to fully complete. GC Gig workers will compress that schedule into a matter of weeks, and this can put pressure on already strained internal business processes.

If the Government of Canada is to be representative of the Canadian population, then we might ask ourselves...<blockquote>'''What would the Canadian Public Service look like with 30% of its work force designated as hyper mobile Gig workers?'''</blockquote>To [[gccollab:discussion/view/3160472/engcmobility-wiki-discussionfr|discuss this wiki page]] or any aspect of GCmobility join the [[gccollab:groups/profile/2183003/engcmobilityfrgcmobilitu00e9|GCmobility Community]]

If the Government of Canada is to be representative of the Canadian population, then we might ask ourselves...<blockquote>'''What would the Canadian Public Service look like with 30% of its work force designated as hyper mobile Gig workers?'''</blockquote>To [[gccollab:discussion/view/3160472/engcmobility-wiki-discussionfr|discuss this wiki page]] or any aspect of GCmobility join the [[gccollab:groups/profile/2183003/engcmobilityfrgcmobilitu00e9|GCmobility Community]]

== How to Get involved with GCmobility ==

== How to Get involved with GCmobility ==

There are a number of ways you can get involved with GCmobility and the mobility community

There are a number of ways you can get involved with GCmobility and the mobility community

# Join the [[gccollab:groups/profile/2183003/engcmobilityfrgcmobilitu00e9|GCmobility GCCollab group]]

# Join the [http://bit.ly/gcmobility-collab GCmobility GCCollab group]

# Join one of our regular [http://bit.ly/gcmobility-discuss-meetups mobility community meetups]

# Join one of our regular [[gccollab:discussion/view/3136104/engcmobility-community-meetupsfr|mobility community meetups]]

# Request to be added to our [Mailto:david.sampson@canada.ca?subject=GCmobility Stakeholder Inventory]

# Request to be added to our [[Mailto:david.sampson@canada.ca?subject=GCmobility Stakeholder Inventory&body=Hello GCmobility, Please add me to the project's stakeholder inventory. I am interested in mobility because: I am currently with the department of... My current role is...|stakeholder inventory]]

#Follow our [http://bit.ly/gcmobility-planning Agile Scrum Planning process] to learn what is coming up in future iterations

# Partake in one of our [[gccollab:discussion/view/2924125/enhelp-gcmobility-spread-the-wordfr|spread the word challenges]]

#Follow our ongoing [http://bit.ly/gcmobility-engagement-discuss Stakeholder Engagements]

#We are looking for feedback on our [http://bit.ly/gcmobility-architecture-discuss Enterprise Architecture for Mobility]

#Here are [http://bit.ly/gcmobility-help-thread some other ways you can help]

#[http://bit.ly/gcmobility-engagement-request Request an engagement] with your team

== Frequently Asked Questions (FAQ) ==

== Frequently Asked Questions (FAQ) ==

The closest thing to a mobility service we have found in government are the multiple Executive, or VIP services offered by individual departments. For an enterprise Mobility Service to be successful, many things would need to fall in place. This service would need to be delivered by a single department, who would have combined mandates across multiple service lines including staffing, HR, Accommodations, IT, Service desk, Pay, leave, etc etc etc. Currently many departments face barriers between these service lines within a single department. These issues, if unresolved, would just be magnified by the department that would be responsible for such a combined mandate. GCmobility feels that the issues around mobility need to be deeply understood and systematically solved for each service line. Not simply sequentially going through each service line and fixing issues, but doing so in parallel with many iterations and a HUG number of failures along the way. This is hard work and requires strong SHARED leadership. If an enterprise solution one day exists, it will be because the problems were solved at a smaller scale.

The closest thing to a mobility service we have found in government are the multiple Executive, or VIP services offered by individual departments. For an enterprise Mobility Service to be successful, many things would need to fall in place. This service would need to be delivered by a single department, who would have combined mandates across multiple service lines including staffing, HR, Accommodations, IT, Service desk, Pay, leave, etc etc etc. Currently many departments face barriers between these service lines within a single department. These issues, if unresolved, would just be magnified by the department that would be responsible for such a combined mandate. GCmobility feels that the issues around mobility need to be deeply understood and systematically solved for each service line. Not simply sequentially going through each service line and fixing issues, but doing so in parallel with many iterations and a HUG number of failures along the way. This is hard work and requires strong SHARED leadership. If an enterprise solution one day exists, it will be because the problems were solved at a smaller scale.

=== How do you plan to scale what every solution you find? ===

=== How do you plan to scale what ever solution you find? ===

By leveraging a partnership approach, we want to analyze issues of mobility between a small group of deputy heads. Mobility is not a solo sport, so no single department can solve it on their own. Also, there is no sense of disrupting over 100 government entities as we experiment, try, fail, learn, and build new solutions. GCmobility is aiming to work with at least 3 deputy heads of different departments. If three deputy heads can offer up leadership, resources, time and space to experiment on new mobility models then scaling occurs when we add the 4th deputy head and the solutions don't break. If they do then we need to experiment, fail, learn etc with 4 partner deputy heads and scale incrementally. Perhaps the solutions work for 5 departments but fail when we hit 10. Or maybe we can find solutions across science departments but solutions break with central agencies or those belonging to the security portfolio. In short, we won't know until we start small, and the smallest partnership size that makes sense is at least 3 and a max of 5 to start.  

By leveraging a partnership approach, we want to analyze issues of mobility between a small group of deputy heads. Mobility is not a solo sport, so no single department can solve it on their own. Also, there is no sense of disrupting over 100 government entities as we experiment, try, fail, learn, and build new solutions. GCmobility is aiming to work with at least 3 deputy heads of different departments. If three deputy heads can offer up leadership, resources, time and space to experiment on new mobility models then scaling occurs when we add the 4th deputy head and the solutions don't break. If they do then we need to experiment, fail, learn etc with 4 partner deputy heads and scale incrementally. Perhaps the solutions work for 5 departments but fail when we hit 10. Or maybe we can find solutions across science departments but solutions break with central agencies or those belonging to the security portfolio. In short, we won't know until we start small, and the smallest partnership size that makes sense is at least 3 and a max of 5 to start.  

* [https://www.gcpedia.gc.ca/wiki/Free_Agents Canada's Free Agents]

* [https://www.gcpedia.gc.ca/wiki/Free_Agents Canada's Free Agents]

* [https://www.canada.ca/en/shared-services.html Shared Services Canada]

* [https://www.canada.ca/en/shared-services.html Shared Services Canada]

== Key Resources for GCmobility ==

== Key Resources for GCmobility ==

# Communication products

# Communication products

## If you need an "[https://gccollab.ca/file/view/2696019/engcmobility-introduction-dg-approved-sharedpptxfr Official GCmobility deck]" then we have you covered

## If you need an "[http://bit.ly/gcmobility-pres-intro-1-0 Official GCmobility deck]" then we have you covered

## If you prefer long form presentations then check out the [https://gccollab.ca/file/view/2897473/engcmobility-long-form-presentation-draft-recording-long-37min-uneditedfr DRAFT GCmobility long form recorded presentation] (37 min)

## If you prefer long form presentations then check out the [https://gccollab.ca/file/view/2897473/engcmobility-long-form-presentation-draft-recording-long-37min-uneditedfr DRAFT GCmobility long form recorded presentation] (37 min)

# Impact and Failure Stories

# Impact and Failure Stories

## Are you interested in learning about the experiences of employees when mobility goes wrong, check out our presentation "[https://gccollab.ca/file/view/2987743/engcmobility-presentation-free-agent-steering-committee-2019-09-16fr GCmobility: Stories of mobility and Free Agency]"

## Are you interested in learning about the experiences of employees when mobility goes wrong, check out our presentation "[https://gccollab.ca/file/view/2987743/engcmobility-presentation-free-agent-steering-committee-2019-09-16fr GCmobility: Stories of mobility and Free Agency]"

# Join the [https://gccollab.ca/groups/profile/240597/canadas-free-agents-agents-libres-du-canada GCmobility community on GCcollab]

# Join the [http://bit.ly/gcmobility-collab GCmobility community on GCcollab]

##[[gccollab:blog/group/2183003/all|Blogs and Updates]]

##[http://bit.ly/gcmobility-blog Blogs and Updates]

##[[gccollab:discussion/owner/2183003|Discussion Forums]]

##[http://bit.ly/gcmobility-discussion-forums Discussion Forums]

# Follow project progress and Issue tracking in the [https://gccode.ssc-spc.gc.ca/canadas-free-agents/gcmobility GCmobile GIT repository on GCcode]

# Follow project progress and Issue tracking in the [http://bit.ly/gcmobility-gccode GCmobility GIT repository on GCcode]

##[https://gccode.ssc-spc.gc.ca/canadas-free-agents/gcmobility/issues/new?issue%5Bassignee_id%5D=&issue%5Bmilestone_id%5D= Submit a new Mobility Issue]

##[http://bit.ly/gcmobility-new-issue Submit a new Mobility Issue]

##[https://gccode.ssc-spc.gc.ca/canadas-free-agents/gcmobility/-/boards Our KanBan Board]

##[http://bit.ly/gcmobility-kanban Our KanBan Board]

##[https://gccode.ssc-spc.gc.ca/canadas-free-agents/gcmobility/issues Full Issue Backlog]

##[http://bit.ly/gcmobility-backlog Full Issue Backlog]

#Enterprise Architecture

#Enterprise Architecture

##[[gccollab:file/view/2757952/enssc-gcmobility-architecturepdffr|"Enterprise Architecture for Mobility"]]

##[http://bit.ly/gcmobility-architecture-0-1 "Enterprise Architecture for Mobility"]

#  

#  

# In support of internal collaboration with SSC stakeholders, the [https://synergi.ssc-spc.gc.ca/LOB/GCMobility/SitePages/Home.aspx GCmobility document reposiotry] is managed internally on SSC's Synergi site (Sharepoint)

# In support of internal collaboration with SSC stakeholders, the [https://synergi.ssc-spc.gc.ca/LOB/GCMobility/SitePages/Home.aspx GCmobility document reposiotry] is managed internally on SSC's Synergi site (Sharepoint)

# In support of the GCmobility community, some documents are shared via the [[gccollab:file/group/2183003/all#|Group Files section of the GCmobility site on GCcollab]]

# In support of the GCmobility community, some documents are shared via the [[gccollab:file/group/2183003/all#|Group Files section of the GCmobility site on GCcollab]]

[[Category:Mobility]]

[[Category:Mobility]]

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