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Place du Portage is the headquarters of thousands of public servants. In the future, will we need so much expensive real estate for the bureaucracy?
Former Privy Council Clerk Michael Wernick: ‘The post-pandemic world could be the window of opportunity, or necessity, to accelerate the renewal and reforms in institutions’ of government.
Professional Institute of the Public Service of Canada President Debi Daviau: ‘There will be a big push for improvement in technology because the government is way behind in investments in infrastructure and training.’
Once the novel coronavirus has been tamed or eradicated and the world returns to ‘normal,’ what will that look like? Will COVID-19 fundamentally and permanently alter our lives? In an occasional series, this newspaper examines the potential lasting effects of the pandemic on how we live, work and play. Today: Government workers in the capital and beyond.
The COVID-19 pandemic has handed the public service a grand-scale opportunity to experiment with new ways of operating, including rethinking the need for massive office buildings in Ottawa-Gatineau and embracing digital government more fully. What public servants learn in the next few months by working remotely and in crisis could jolt the bureaucracy into a re-ordering of practices and culture that reformers haven’t been able to do in 25 years.
Public servants rapidly mobilized over the past two months to implement a massive financial aid package, abandoning play-it-safe and rules-bound processes to put the needs of Canadians first as they doled out billions in emergency funding.
“It’s not that the crisis is forcing us to reshape the public service, but the post-pandemic world could be the window of opportunity, or necessity, to accelerate the renewal and reforms in institutions,” former privy council clerk Michael Wernick said in an interview.
Alex Benay, the former chief information officer who led the government’s digital agenda until he left for the private sector, wrote the crisis unleashed a “new norm,” the “digital first” government he’s long pressed for.
“Sadly, it took COVID-19 for people to realize that the real problem was not technology, not necessarily the culture … The real ‘enemy,’ so to speak, has been the operating model of government has yet to change to adjust to the new digital realities,” Benay wrote in a recent LinkedIn post.
It’s not the first time the public service has roared into action to combat a crisis. Its rapid response was reminiscent of the moves it made during the “program review” budgetary cuts of the 1990s, after the 9/11 attacks, and during the 2008-09 financial crisis, which had lasting impacts on government.
These events didn’t, however, fundamentally change the culture of the public service and many argue it went back to its old risk-averse and hierarchical ways as the crisis receded. That culture is hard-wired into public service, built on rules developed to keep governments accountable for the decisions they make with taxpayers’ money.
The public service has been slow to embrace technology that’s changing the private sector at breakneck speed. Bureaucrats have been pushed to innovate, to use digital tools to rethink how they work and deliver services, to take risks, and even to fail as they experiment with new ways of working.
Mel Cappe, who was Canada’s top bureaucrat in the aftermath of 9/11, said today’s public servants rightly opted to get emergency aid out to those who needed it over a “bullet-proof system” that ensured no mistakes at the front-end. The thinking was that errors could be fixed later.
It allowed the public service to take just two weeks to distribute employment insurance payments to 2.4 million applicants, the number it normally handles in a year. Money “going to people undeserving is an error I would rather have than depriving people of the money they need in crisis,” Cappe said in a podcast.
“Work will change and services will change. Why does a call centre have to have a building?” he said in an email. “Our expectations of the role of government have increased dramatically. New programs, new services, new bodies. But we have no idea what or how.”
Long before the pandemic struck, questions had been raised as to why nearly 42 per cent of federal workers are clustered in office towers in the National Capital Region. In the blink of an eye, thousands of bureaucrats are working from home. Many predict it won’t be long before politicians will be asking why these home offices are in the nation’s capital. Why can’t those jobs be across the country?
The public service’s headquarters is in Ottawa-Gatineau – where it occupies about 3.5 million square metres of office space – because that’s where Parliament, ministers and deputy ministers are. The pandemic shows cabinet, Parliament and MPs can meet virtually, so it’s “inevitable there will be a push to spread those jobs across the country,” said Wernick.
“I think that 10 years from now the public service will be much smaller, more distributed, less concentrated in Ottawa and flatter in hierarchy. It’s been moving in that direction and this will accelerate it,” he said.
Ryan Androsoff, who teaches digital leadership at the Institute on Governance and is a co-founder of the Canadian Digital Service, calls the crisis an “inflection point” for remote work. Forced to work at home, public servants know they can do it.
He argues agents who work at the government’s 221 call centres could work remotely, as could many policy analysts and other knowledge workers. It could lead to a major reduction in federal real estate holdings across the country.
There are bugs to iron out – more laptops and tablets are needed; employees need access to software for video conferencing, cloud and collaboration tools like Slack and Microsoft Teams; and above all, they need more bandwidth. Employees not working on the pandemic or other critical jobs have been directed to stay off the network during peak hours because of limited available bandwidth. Protocols would also need to be developed for accessing confidential documents remotely and the setting of productivity goals.
By headcount, the public service is larger in the regions, but there has long been a divide between headquarters and regions. Senior management is in Ottawa, where policy and decisions are made, leaving operations to the regions. Regional workers have often complained they feel out of the loop and like second-class employees.
Technology and distance working will eliminate that divide and allow the government to recruit a workforce that better represents the country to help resolve the regional alienation dividing the country. Androsoff warned, however, that divide could worsen if the region’s operational workers make the switch to remote working but Ottawa policy-makers go back to the office as normal.
“Moving to a remote and distributed workforce as the norm for everyone opens up all parts of the country to feel they are a part of the central government rather than isolated in regional outposts,” Androsoff said.
“I am a westerner, from Saskatchewan, and in Ottawa you tend to see far fewer people in policy-making or executive roles from the east and west partly because it requires a move to Ottawa.”
Office accommodation for 300,000 employees is one of the government’s biggest operating expenses. It may be cheaper to set up workers at home, but it will also require a new approach to management for some 15,000 supervisors and 7,000 executives.
“It’s never been a technology limitation. It’s the philosophy about managing the workforce that has to change,” said Michel Vermette, a former CEO of the Association of Professional Executives of the Public Service of Canada.
“It means making people accountable for what they produce, and the public service has not done that very well. It has substituted office presence for production. Managers need to think differently; hold people accountable for what they do, not for showing up,” he said.
Vermette said the crisis is showing managers they can trust employees are actually working when not in the office because suddenly “they have no choice and people are demonstrating they can be productive at home.”
It could also help change the culture of endless meetings. Some hope the number of large in-person meetings could be curtailed and call for training on how to run them better. Meetings held online or by videoconferencing should treat everyone the same whether they are physically present at headquarters or calling in.
Under lockdown, people are living even more digitally and will emerge expecting better and speedier digital service — especially after they received almost immediate relief benefits in their bank accounts, said Androsoff. He expects demand for digital services will accelerate and the 32 per cent of Canadians who still visit federal offices will decline.
The Liberal government has put a lot of stock in modernizing digital services as a way to restore trust in government. The crisis, however, exposes the risks of aging technology that governments have been warned about for a decade . Systems are outdated; some more than 50 years old, costly to maintain and on the brink of failure.
That’s particularly the case at Employment and Social Development Canada , which, with the Canada Revenue Agency, jumped huge technological and approval process hurdles to deliver emergency funding.
Debi Daviau, president of the Professional Institute of the Public Service of Canada, argues a “silver lining” is the realization that technology is the backbone of government’s business, not just the back office.
“There will be a big push for improvement in technology because the government is way behind in investments in infrastructure and training,” said Daviau, whose union represents 17,000 federal information technology workers.
“But the downside is whenever there is an economic stimulus, they take it back from the public service, so I worry for the future. There will be a restraint budget. How will the public service be reshaped; what will be cut and what will government decide it can live without? This situation clearly highlights the importance of a public service that can act quickly.”
Government is already racing to figure out how to steer the country into a post-pandemic recovery, which will remain uncertain until a vaccine is found. Many bureaucrats are braced for a cost-cutting budget, whether in 2022 or 2023. They say national and health security will be top spending priorities, and will nudge technology upgrades off the table.
“I share concerns that the inevitable fiscal retrenchment in the next couple of years will slam on the brakes,” said Wernick. “We could lose the best parts of the innovation of the public service that has already happened and the appetite for continuing to invest in back office, IT and service improvement.”
Kathryn May covered the federal public service as a parliamentary reporter for more than two decades. She has worked at various Canadian news media outlets, including the Ottawa Citizen and iPolitics. This article is reprinted from Policy Options, where it first appeared.
Copyright Postmedia Network Inc., 2020