Introduction
The past few years have been marked by significant issues, including a dysfunctional Board of Directors, acts of intimidation, abuses of power, financial irregularities, an exodus of our employees, a decline in services, lawsuits, and a cumulative financial deficit of approximately $13 million. Recent communications with members from the Board of Directors (August 17) indicate that leadership problems persist.
These internal distractions have led to missed opportunities to properly support our members. Insufficient assistance has been provided to address ongoing pay issues with Phoenix, difficulties with insurance claims through Canada Life, and more recently, to address the mandatory return-to-office directive for public servants.
This plan aims to restructure and revitalize our union to restore its ability to deliver quality services to our members, ensure responsible and transparent governance, and rebuild trust in our institution. We must also define our future direction and determine what the future of the Institute will look like, rather than remaining stuck in our old ways. To achieve this essential transformation, we need the mobilization and support of all members.
Executive Summary
My Survival and Recovery Plan revolves around three strategic priorities, but it doesn't stop there. Other important priorities will also be examined in detail:
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Implementing Responsible and Accountable Governance:
Address systemic issues within the union and establish a culture of responsible governance.
Key Actions:- Implement an intensive onboarding and training program for new leaders.
- Develop a mature and responsible team dynamic.
- Conduct a comprehensive review of operations and decision-making processes.
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Improving Member Services:
Redefine and enhance the services offered to members to ensure quick and effective access to the necessary advice and support.
Key Actions:- Review the services offered to members, delegates, by staff, and active members, and establish performance indicators.
- Develop new strategies for accessible and prompt services, identifying the best means to deliver them.
- Create detailed action plans to address issues such as Phoenix, Canada Life, and the return to the office.
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Administrative and Financial Transparency:
Ensure ethical, compliant, and transparent decision-making at all levels of the organization.
Key Actions:- Review statutes, regulations, and policies, for both members and employees.
- Clearly define the roles and responsibilities of all stakeholders, identifying processes, interaction points, and deliverables for everyone, including committees and constituent bodies.
- Reinstate transparent and compliant decision-making mechanisms.
This plan, based on my 15 years of union leadership and management experience, is my response to the current challenges and a guide for transforming our union. I will work closely with the new members of the Board of Directors to refine and implement the necessary changes for the survival and modernization of PIPSC.
You may notice that the level of detail varies from one section to another. It’s important to keep in mind that this document is a draft, developed as part of an electoral campaign, and it will need to be tested against reality once elected. The Board of Directors has commissioned the Laridae agency (Bridgenorth, ON) to conduct a governance analysis and explore various avenues for improvement, which will also need to be considered.
(Translated from the French version)
