micro assignment government of canada

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A micro-mission, why it’s worth a try : Canada.ca blog

By: Sandra Duchesne Communications advisor Your colleague located in a regional metropolis

Have you seen micro-mission offers come along and wondered if it was worth it? My answer: definitely! Explanations.

It’s well known that federal public service employees tend to be divided as follows: those in the NCR and the others. I’m one of the others. Like NCR employees, we have a duty to keep up to date on major joint projects initiated by the central agencies.

In my position in Montreal, I’m part of the Web team, in Communications at Canada Economic Development for Quebec Regions – a specialization that is rather rare in the regions. So as an employee, how do we stay up to date, other than through webcasts and conference calls? Answer: by finding unique opportunities, such as a mandate-related micro-mission in a central agency.

This was how I ended up joining a team from the Treasury Board Secretariat’s Digital Transformation Office (DTO). I worked part-time for three months, from my regular office in Montreal, during a web content improvement project with the Canada Revenue Agency.

My objectives:

• to learn about the approach taken by the DTO for improving content on Canada.ca
• to better understand the role of a team that develops guidelines that we have to adhere to
• to contribute to the project to the best of my ability

I met some remarkable people there: competent, available professionals with an effective team dynamic, a well-established work structure and a solid solution-based approach. It was a privilege to have access to that experience, and I learned things from it that are applicable to my current duties.

The manager’s perspective

I’ll turn the floor over to my manager.

“A part-time micro-mission, from your substantive position, is a winning formula for everyone. For us, it was an opportunity to support the professional development of a teammate without losing sight of her. Our colleague was able to participate in an exciting project while continuing to work on her priority files. But most importantly, the employee was able to expand her network, deepen her knowledge and apply her expertise. She came back full of ideas and projects to implement within our team!”

A micro-mission is useful

In short, a micro-mission can enable the participant to:

• become familiar with aspects that they don’t have the chance to explore in their usual job
• get to know other employees, other organizations, other ways of doing things
• stay connected to their community
• bring expertise back to their own team

Our employer benefits from it as well.

If ever the opportunity presents itself to you… seize it!

• Improving content on Canada.ca
• Digitial Transformation Office

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About - Public Service Pride

Public Service Pride

Show Your Colours

About Public Service Pride

A network of c o m m u n i t i e s.

The Public Service Pride Network (PSPN) is a thriving organization that has made significant strides in promoting diversity, inclusion, and empowerment within the public service of Canada. Founded in 2018 by a group of dedicated federal employees, the PSPN initially set out to create a more diverse, safe, respectful, and healthy environment for 2SLGBTQIA+ employees.

Over the years, the PSPN has grown significantly. Today, it boasts thousands of members spanning across 80 federal organizations , making it a powerful force for positive change within the public service. Once significant testament to its influence was the record-breaking attendance of 10,000 public servants , including some from Canadian missions abroad during the fifth annual Public Service Pride Week. The theme for this year’s event, "Unity in Diversity", underscored the PSPN's commitment to building unity in the face of adversity.

The PSPN has consistently strived to foster inclusivity and empowerment in the Government of Canada. Notably, the growth of the 2SLGBTQIA+ Executive Network and the successful delivery of the first strategic plan for 2023-2025 demonstrate the PSPN's ongoing commitment to advancing diversity and inclusion.

Beyond the borders of the federal government, the PSPN's impact has reached other jurisdictions . Organizations have expressed interest in adopting aspects of the PSPN's programming, including Public Service Pride Week and the effective Pride Mentorship Program . These initiatives have played a pivotal role in building leadership capacity and creating a sense of community, serving as a model for positive change in organizations and communities alike.

As we look forward to 2024, the PSPN is poised for another exciting year filled with transformative events and communication initiatives. The PSPN is committed to education, advocacy, and celebration, with the ultimate goal of building an inclusive environment where all public service professionals can thrive, regardless of their sexual orientation, gender identity, or expression.

The open letter to deputy ministers will remain a top priority in 2024, underscoring our unwavering dedication to supporting our Two-Spirit, transgender, non-binary and gender-diverse colleagues in the public service.

In 2024, we encourage all public servants to join PSPN in our missions to make the federal government a shining example of diversity and inclusion, creating a batter and fairer future for all.

Micro-Assignments

Join the public service pride network (pspn) secretariat on a micro-assignment.

Micro-assignments are ongoing within the PSPN, and we are actively seeking dedicated individuals with diverse backgrounds and experiences to join us.

These full-time, six-month assignments can be done remotely from anywhere in Canada. As part of our dynamic team, you'll contribute to advancing 2SLGBTIQA+ inclusion in the public service while enhancing your skills, building networks, and connecting with senior leaders in the federal government.

Your unique perspectives and talents will make a significant impact on the PSPN's mission and help shape its future. Join us for a valuable opportunity to grow personally and professionally while contributing to our organization.

If interested, you should submit your CV and cover letter to [email protected] .

Your cover letter must indicate:

• Your relevant experience.
• Why you’re the ideal candidate.
• Confirmation from your manager, as your home department/agency will cover your salary and benefits during the micro-assignment.

Join us in shaping the future of our public service together!

Publications

Follow-up open letter to the deputy ministers | may 2024.

View open letter >

Open Letter To The Deputy Ministers | May 2023

2023 annual report | public service pride network.

View report >

2023-2025 Strategic Plan | Public Service Pride Network

2022 annual report | public service pride network.

View report > View plain text version >

2021 Summary Report | Public Service Pride Network

View report >           View plain text version >

2020 Summary Report | Public Service Pride Network

Join the Public Service Pride Network and stay up to date on all the latest information about our events and activities.

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Secondment agreement

From: Public Services and Procurement Canada

Last updated: February 8, 2019

This section describes the roles and responsibilities of the various parties involved in processing a secondment agreement.

On this page

Process description, employee responsibilities, manager (home and host) responsibilities, human resources (home and host) responsibilities, finance (home and host) responsibilities, trusted source responsibilities, pay centre responsibilities.

A secondment is a temporary move of an employee to another department or agency in the core public administration and other organizations for which the Treasury Board of Canada is the employer.

As a lateral movement, a secondment allows an employee to perform the functions of a position that already exists or to take on a special project in another organization. The employee maintains his or her substantive position in the home organization, and is paid by the home organization. A secondment agreement indicates acceptance of this arrangement and must clearly state that the employee returns to their substantive position on completion of the secondment.

Employees are responsible for signing the secondment agreement.

For overtime requests, the employee is responsible for completing the extra duty pay or shiftwork report and authorization of the extra duty pay form (accessible only on the Government of Canada network) .

For leave requests, the employee is responsible for completing the leave application and absence report (accessible only on the Government of Canada network) .

Managers from the home (seconded out) and host (seconded in) organizations are responsible for advising human resources of the secondment by following organizational procedures.

Section 34 managers are responsible for:

• signing the secondment agreement
• advising finance to ensure the transfer of all salary payments between the home and host organizations

Overtime and leave

The delegated host section 34 manager must authorize overtime or leave and forward the authorization to the delegated home section 34 manager.

Human resources in the home organization are responsible for:

• completing job and personal information rows in the Human Resources Management System in a timely manner and verifying that these data are accurate
• sending the secondment agreement through a trusted source to the Pay Centre by encrypted email, fax or mail to the Pay Centre Mail Facility, including a completed pay action request form  

Human resources in the host organization are responsible for:

• preparing the secondment agreement
• entering the information in the Human Resources Management System

Finance in the home and host organizations are responsible for reconciling interdepartmental settlements for salary payments.

Finance in the home organization are responsible for Section 33 authorization of the transaction in Phoenix.

If there are questions or concerns on a transaction requiring section 33 authorization, finance will contact the Pay Centre.

Upon receipt of the secondment agreement, the trusted source is responsible to authenticate signatures on paper requests before they are transmitted from departments to the Pay Centre, including:

• the section 34 signature for all requests affecting financial results or the manager’s budget
• the human resources delegated signature for all requests (excluding requests directly from employees)

Paper requests submitted directly by employees to the Pay Centre, without any departmental signatory requirements don’t need a trusted source to authenticate anything.

The Pay Centre is responsible for:

• checking the trusted source list
• making changes to union dues, where required

If there is a change to an employee’s bargaining status, a bargaining agent identification notice of change form must be completed and sent to the union(s) involved.

If there is a delay in changing an employee’s bargaining status, the Pay Centre is responsible for:

• sending, by encrypted email or fax, a requisition for payment form (accessible only on the Government of Canada network) to inform finance that a payment must be made to the bargaining unit
• recovering amounts owing from the employee (refer to CD 2012-006 Recovery of union dues )

Although Phoenix does not take into consideration the secondment out and in process, the pay action request form sent to the Pay Centre is used to identify if there are changes to the union and location of work.

Micro-Assignment: Diversity and Inclusion Learning Exchange Program

• 1 Micro-Assignment: Diversity and Inclusion Learning Exchange Program (MA-DILEP)
• 2 Does this speak to you?
• 3 How to apply
• 4 About MA-DILEP
• 5 MA-DILEP Testimonials

Micro-Assignment: Diversity and Inclusion Learning Exchange Program (MA-DILEP)

Are you interested in co-creating a culture of diversity, inclusion and belonging for our organization? The ADM(Mat) Level 1 Diversity and Inclusion Advisor is looking to accelerate culture change activities for our organization and we need your help!

Does this speak to you?

• We are looking for collaborative and strategic thinkers who are passionate about supporting culture and systemic change to ensure equity, diversity, inclusion and belonging in our workplace.
• During the MA-DILEP you will be: executing culture change activities; conducting research and analysis on initiatives, trends, and issues; supporting the development, implementation and monitoring of our diversity and inclusion plans and initiatives; providing advice and analysis to management on the content, delivery and implementation of our culture change programming; participating on, and providing subject matter knowledge to colleagues, working groups or networks; preparing input to communication materials to promote initiatives across the organization and in our department.
• We will work collaboratively to grow your experience and subject matter expertise while on the job. The most important skills are willingness to learn; a passion for the subject matter; and a strong desire to drive change.

If you are looking for a new challenge, enjoy working in a fast-paced environment, and wish to hone your leadership and change management skills, this may be the opportunity for you!

If you are interested in joining our Team and have the support of your manager to take on the MA-DILEP, please send your application as soon as possible.

How to apply

Send an email to [email protected] with the following:

• A copy of your CV.
• A short explanation, in your email, of how you think joining this Team will be beneficial to both yourself and our team.

About MA-DILEP

MA-DILEP is a short-term, voluntary opportunity for members to showcase and develop their skills, and to build networks by contributing to different projects while remaining in their work units and substantive positions.

MA-DILEP an informal way for members to gain experience and for managers to get support for projects that require specific knowledge or skills. They also help foster an agile workplace and workforce.

MA-DILEP Testimonials

• Abigaïl (Biggie)Theano-Pudwill
• Kurtis DePippo
• Laura Raine
• Sandra Griffith-Bonaparte
• Salisa Bose
• Wanda Lewis

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Dashboard on the status of the language of work recommendations

On this page, introduction to the dashboard, dashboard – summary information, dashboard – detailed information.

• PDF version of the Dashboard

In the fall of 2017, the Clerk of the Privy Council requested that the Committee of Assistant Deputy Ministers on Official Languages (CADMOL) follow up on the implementation of the recommendations in the report prepared by Patrick Borbey and Matthew Mendelsohn titled The next level: Normalizing a culture of inclusive linguistic duality in the Federal Public Service workplace ( The next level report).

A dashboard was first published online in the fall of 2018 to capture developments on the recommendations of The next level report, and a number of updates have been published since that time. The progress on implementation has been the product of collaboration of federal institutions and interdepartmental working groups. Please refer to the following updated dashboard detailing the results achieved to date.

Future progress on the recommendations contained in The next level report will now be reflected in the President of the Treasury Board's annual report on official languages. The Treasury Board Secretariat has developed a comprehensive language of work strategy to both respond to the complex issues raised in the report and integrate official languages into the fabric of an inclusive, diverse, agile and well-equipped public service.

The continued progress on achieving a profound culture change regarding bilingualism in the federal public service will count on the leadership of all federal institutions, and we look forward to continuing this collaboration through CADMOL .

Nancy Othmer, Justice Canada | Julie Boyer, Canadian Heritage Tim Pettipas, Privy Council Office │ Tolga Yalkin, Treasury Board Secretariat

Co-Chairs of the Committee of Assistant Deputy Ministers on Official Languages (CADMOL)

Short term - Artificial intelligence (AI) for translation Recommendation 1

Leads: PCO , the Translation Bureau ( PSPC )

The Privy Council Office and the Translation Bureau have tested several AI tools for translation. A technolinguistic platform will be launched in 2020–21.

Short term - Executive leadership Recommendation 2

The Treasury Board Secretariat (TBS) introduced changes to its policies and to the Management Accountability Framework, which will help increase official languages leadership among executives. Canadian Heritage (PCH) created an award for excellence and leadership in official languages and developed a strategy for improving leadership among senior management.

Short term - Expedited second language evaluation Recommendation 3

In 2019, the Public Service Commission (PSC) completed the pilot project delegating the oral second language evaluation at level B to hiring managers. During the pandemic, PSC has implemented policy measures and language tests that can be administered virtually.

Short term - Build awareness Recommendation 4

Leads: TBS , PSC , PCH

TBS has optimized its communication and collaboration tools to promote information on official languages rights and obligations. TBS has created an official languages information sharing platform and is offering training to persons responsible for official languages within federal institutions. PSC is diversifying its activities to recruit bilingual employees, and has launched the Student Ambassador Initiative.

Medium term

Medium term - official languages portal recommendation 5.

Lead: Translation Bureau ( PSPC )

The launch of the Official Languages Hub ® took place on September 12, 2019. This search tool centralizes official languages resources for public servants and is available on the Language Portal of Canada website.

Medium term - Training – Official languages annual plan Recommendation 6

Lead: Interdepartmental Official Languages Learning Task Team ( ESDC and IRCC )

The Interdepartmental Official Languages Learning Task Team conducted initiatives to improve language training and increase the success of learners. The task team has developed a path to mental health and a pilot project for a culturally adapted learning program for Indigenous peoples that will be launched in 2021–22.

Medium term - Training – Study and tools Recommendation 7

Leads: Technical Advisory Group on Procurement Tools for Language Training ( CSPS and PSPC ), TBS , PSC , PCH

The Interdepartmental Official Languages Learning Task Team held consultations with experts to develop language training adapted to Indigenous culture. A Request for Standing Offers for a National Master Standing Offer for online training closed on February 1, 2021.

Medium term - Training – Personal account Recommendation 8

Leads: Interdepartmental Official Languages Learning Task Team ( ESDC , IRCC ), PCH

An interdepartmental framework to help federal institutions prioritize access to language training is now available on official languages community of practice platforms. With the support of PCH , CBC / Radio-Canada has developed Mauril, a free online platform where Canadians can learn and master English or French as a second language. Mauril will be unveiled in the winter of 2021.

Medium term - Maintain second language competencies Recommendation 9

Leads: CSPS , TBS

TBS and the Canada School of Public Service have created the Working Group on Second Language Retention to propose mechanisms and actions for promoting second language use and retention. The group identified barriers to second language use and several means of overcoming those barriers.

Medium term - Inter-institutional second language program Recommendation 10

Leads: PCH , TBS

The program continues to be successful in PCH ’s Atlantic and Prairies regions. PCH ’s Ontario Region has initiated the implementation process. These regions are exploring options to proceed virtually in the midst of the pandemic.

Long term - Receptive bilingualism Recommendation 11

Leads: TBS , PSC

TBS has completed a pilot project in collaboration with the University of Ottawa on the use of both official languages by employees of Natural Resources Canada (NRC) in their work. The results support the importance of passive bilingualism in the workplace.

Long term - Bilingualism bonus Recommendation 12

TBS has initiated discussions with bargaining agents, given the need to achieve consensus when considering modifying benefits.

Long term - Language standards Recommendation 13

TBS developed a methodology to identify second language needs in relation to qualification standards and launched a pilot study on the frequency of use of official languages at NRC .

Long term - Supervisors: CBC profile Recommendation 14

TBS studied recommendations of various stakeholders regarding second language proficiency requirements for bilingual supervisors and considered the operational impact of the COVID-19 pandemic on institutions in order to identify an operationally viable option for increasing the minimum linguistic profile requirements for bilingual supervisory positions in bilingual regions.

Recommendation 1 - Artificial intelligence for translation

For reference, see the PDF version of the report The next level: Normalizing a culture of inclusive linguistic duality in the federal public service workplace , “Tools” section (page 22).

Theme : Tools Leads : Privy Council Office (PCO), the Translation Bureau (Public Services and Procurement Canada)

Recommendation 2 - Leadership: Increase the use of both official languages in the workplace

For reference, see the PDF version of the report The next level: Normalizing a culture of inclusive linguistic duality in the federal public service workplace , “Leadership” section (page 18).

Theme : Leadership Lead : Treasury Board Secretariat (TBS)

Recommendation 3 - Expedite the process of assessing second language skills

For reference, see the PDF version of the report The next level: Normalizing a culture of inclusive linguistic duality in the federal public service workplace , “Policy” section (page 19).

Theme : Policy Lead : Public Service Commission of Canada (PSC), in consultation with the Treasury Board Secretariat

Recommendation 4 - Awareness

For reference, see the PDF version of the report The next level: Normalizing a culture of inclusive linguistic duality in the federal public service workplace , “Culture” section (page 20).

Theme : Culture Leads : Treasury Board Secretariat (TBS), Public Service Commission of Canada (PSC), Canadian Heritage (PCH)

Recommendation 5 - Establish an “Official languages: What works” portal for the public service

Theme : Leadership Lead : Translation Bureau (Public Services and Procurement Canada)

Recommendation 6 - Training – Annual official languages plan

For reference, see the PDF version of the report The next level: Normalizing a culture of inclusive linguistic duality in the federal public service workplace , “Training” section (page 21).

Theme : Training Lead : Interdepartmental Official Languages Learning Task Team (Employment and Social Development Canada [ESDC] and Immigration, Refugees and Citizenship Canada [IRCC])

Recommendation 7 - Training – Study and tools

Theme : Training Leads : Technical Advisory Group on Procurement Tools for Language Training (Canada School of Public Service [CSPS] and Public Services and Procurement Canada [PSPC]), Treasury Board Secretariat (TBS), Public Service Commission of Canada (PSC), Canadian Heritage (PCH)

Recommendation 8 - Training – Personal account

For reference, see the PDF version of the report The next level: Normalizing a culture of inclusive linguistic duality in the federal public service workplace , “Training” and “Tools” sections (pages 21 and 22).

Theme : Training and Tools Leads : Interdepartmental Official Languages Learning Task Team (Employment and Social Development Canada [ESDC] and Immigration, Refugees and Citizenship Canada [IRCC]), Canadian Heritage (PCH)

Recommendation 9 - Maintain second language competencies

Theme : Policy Leads : Canada School of Public Service (CSPS), Treasury Board Secretariat (TBS)

Recommendation 10 - Inter-institutional second language practice program

Theme : Training Leads : Canadian Heritage (PCH), Treasury Board Secretariat (TBS)

Recommendation 11 - Receptive bilingualism

Theme : Culture Leads : Treasury Board Secretariat (TBS), Public Service Commission of Canada (PSC)

Recommendation 12 - Repurpose the bilingualism bonus for the development of language skills

Theme : Training Lead : Treasury Board Secretariat (TBS)

Recommendation 13 - Modernization of the Official Languages Qualification Standards

Theme : Policy Leads : Treasury Board Secretariat (TBS), Public Service Commission of Canada (PSC)

Recommendation 14 - Increase the linguistic profile for supervisory positions

Theme : Policy Lead : Treasury Board Secretariat (TBS)

PDF Version of the Dashboard

Dashboard on the status of the language of work recommendations ( PDF , 856 KB)

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New report analyzes Canada’s micro-credential trends & knowledge as online learning & demand for skills rise

Ecampusontario, ryerson’s diversity institute and magnet partner to research, collaborate with stakeholders and provide framework for micro-credential ecosystem.

March 1, 2021: The global pandemic has accelerated the digital transformation of post-secondary learning amid historic shifts in Canada’s labour market. Micro-credentials, short duration, targeted learning for skills and competency development, are fast becoming a key route to ensuring that those displaced by the pandemic and those wishing to upskill or reskill can quickly learn and fill new jobs.

eCampusOntario  (external link)  , Ryerson University’s Diversity Institute and Magnet  (external link)  are collaborating on a micro-credential research project to assess existing approaches to micro-credentials with a goal to provide an evidence-based framework and guidelines to address some of the challenges and opportunities in support of Canada’s economic recovery and lifelong learning.

Is the Future Micro? Unbundling learning for flexibility & access , a report produced as part of this research collaboration, was released this week following eCampusOntario’s annual Micro-Credential Forum 2021. The report analyzes available research and current trends about lifelong learning, delivery of micro-credentials around the world and here in Canada, identifies barriers to access and offers a framework for future micro-credential development. Growing in popularity and demand by learners and employers alike, a micro-credential is a certification of assessed learning associated with a specific and relevant skill or competency. However, to date, approaches to micro-credentials are inconsistent and fragmented making it challenging to assess their emergent value. This report serves as a benchmark and provides context for micro-credentials and their implications for learners, postsecondary education (PSE), industry receptivity, and labour market preparation and mobility.

The new research collaboration also builds on the work of organizations across Canada that are currently engaged in micro-credential research and is supported by the Future Skills Centre  (external link)  and funded by the Government  (external link)  of  (external link)  Canada's  (external link)  Future Skills program  (external link)  .

Canada’s future rests on our ability to define, assess, develop and utilize skills more effectively.  COVID-19 has disrupted virtually every industry sector and accelerated digital transformation. Recent research has highlighted the importance of new approaches – including micro-credentials – to help post-secondary graduates transition to employment and to upskill and reskill the workforce.  Micro-credentials can augment post-secondary programming and are offered in a variety of forms by a range of providers. While initially focused largely on digital skills, they have expanded to include a wide range of skills and delivery models.

In addition to eCampusOntario’s leadership on micro-credentials, the Diversity Institute is regarded as a leader in this field having developed and delivered micro-credential programs like the Advanced Digital and Professional Training (ADaPT) program aimed at helping post-secondary grads from across disciplines transition into their preferred and high-paid roles. Over the past six years the program has served 500 graduates from 20 universities in locations across Canada and consistently surpasses provincial post-secondary job placement rates including during the pandemic.  More recently, the Diversity Institute has built on this success to develop micro-credentials in the areas of entrepreneurship training and diversity and inclusion.

eCampusOntario has a vision for micro-credentials that provide both stand-alone recognition of competence and ladder into traditional educational programs. This future is realized through 36 micro-credential pilots eCampusOntario has funded with support from the Government of Ontario since 2017. These pilots are ongoing across Ontario colleges and universities using a co-created  (PDF file)  framework  (external link)  that sees micro-credentials built on trust, value, and exchange (eCampusOntario, 2019). Trust ensures that learners are assessed to verify skills gained; Value refers to the relevance of skills gained to workplace needs; Exchange allows for a portable record of micro-credential activity that is accessible and transferrable for learners.

Highlights of the Is the Future Micro? Unbundling learning for flexibility & access report include:

• Micro-credentials are growing in uptake and popularity around the world and in Canada.
• 76% of Canadian higher education institutions offered online courses for credit in 2019, and that proportion is likely to have grown in 2020.
• Provincial governments— including Ontario, Manitoba, Saskatchewan, and British Columbia—have all moved to invest and expand the role of micro-credentials within existing education systems and countries like Australia and especially New Zealand have embedded micro-credentials into their formal understanding of the education ecosystem.
• Micro-credentials are currently offered in a variety of formats, with increasing activity around the development of virtual delivery and the use of hybrid approaches.
• Despite the potential for micro-credentials to increase access to training for those facing educational barriers, some studies have shown that micro-credential enrollees and completers are most likely to be Caucasian or Asian, already employed, and aged between 30 and 44 years old.
• More research and program development to understand how to design micro-credential programs to meet the needs of diverse individuals is needed.
• Emerging trends suggest that equity is key to success in micro-credentialing offerings and that the needs of learners should be prioritized. Proposed solutions include embedding mentoring and guidance in program design and ensuring that micro-credential design is always done in consultation with end users to ensure accessibility.[1]
• An ecosystem of relevant, accessible, and portable micro-credentials can support rapid reskilling in Canada across provincial and national borders.

“Now more than ever there is a need and opportunity to build a national micro-credential framework that is digital by design, and meets the skills and educational needs of learners, industry and the post-secondary sector,” said Robert Luke, CEO of eCampusOntario. “eCampusOntario is pleased to be collaborate on this important research and to support new pathways for flexible and mobile learning. Micro-credentials can be used to support our economic recovery and offers rapid reskilling designed to lower barriers and increase access to post-secondary education.”

Robert Luke, CEO, eCampusOntario.

“We have undertaken several studies – on pathways to employment for University graduates, on upskilling and reskilling the workforce, and on how new technologies are being harnessed to support skills, as well as research looking at the impact of COVID. All roads lead to the importance of new innovative models like micro-credentials. Our own experience with ADaPT and other programs shows the power of thinking out of the box. But, there are many sources of friction in the system including  a lack of clear definitions, standards for assessment and fragmented platforms for sharing information. We need a coordinated approach to support job seekers, employers and service providers, including post-secondary institutions and are pleased to work with eCampusOntario in order to move the dial .”

Wendy Cukier, Founder, Diversity Institute and research lead of the Future Skills Centre and Women Entrepreneurship Knowledge Hub.

Kathleen Powderley, 416-803-5597, [email protected]

[1] Shapiro Futures, H., Andersen, T., & Nedergaard, K. (2020).  A European approach to micro-credentials: Output of the Micro-Credentials Higher Education Consultation Group . European Union.  https://aca-secretariat.be/newsletter/a-european-approach-to-micro-credentials/  (external link) 

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FSD 8 - Short-Term Assignments

Introduction.

This Directive outlines the provisions which apply to employees on a short-term assignment outside Canada.

Note: This definition only applies to this directive.

Short-term assignment ( affectation à court terme ) means a temporary move of an employee from one place of duty to another place of duty for a period of 121 consecutive calendar days or more and less than one year and, subject to FSD 3 – Application, to:

• an office of the Government of Canada located outside of Canada; or
• another government, organization or institution located outside of Canada.

8.1 Application

8.1.1 The provisions of this directive apply to a short-term assignment as defined in this directive.

8.1.2 For assignments of 120 consecutive calendar days or less, benefits and provisions in accordance with the NJC Travel Directive shall apply.

8.1.3 This Directive does not apply to employees who are already on assignment under the full provisions of these directives, nor to employees, dependants or other individuals hired locally.

8.1.4 When an employee is officially notified in writing that the length of a short-term assignment is subsequently shortened to a period of travel status under the NJC Travel Directive of 120 consecutive calendar days or less, the deputy head shall proceed as follows:

• any allowances or payments that the employee was entitled to for the period prior to being advised in writing of the shortened assignment shall not be recovered;
• the provisions of sections 8.13 and 8.14 shall cease on the first compensation day following the written notice to the employee that the assignment length is shortened;
• the incidental expense allowance amount payable will be the greater of the provisions of section 8.4 authorized at the beginning of the short-term assignment or the daily incidental expense allowance amount applicable to the location as specified in Appendix C or D of the NJC Travel Directive for the full period;
• the other benefits and provisions applicable to the employee shall remain unchanged; and
• the employee shall not receive duplicate benefits.

8.1.5 When an employee is subject to the NJC Travel Directive and is officially notified in writing that the period of travel status is extended to 121 consecutive calendar days or more and less than one year, and the definition of short-term assignment is met, the provisions of this directive shall apply once the employee accepts the extension in writing.

Furthermore:

• any allowances or payments that the employee was entitled to for the period prior to being advised in writing of the lengthened assignment shall not be recovered;
• the provisions of sections 8.13 and 8.14 shall apply retroactively commencing on the first day of travel status under the NJC Travel Directive;
• subject to paragraph 8.1.5(a), the incidental expense allowance amount payable will be the difference between the full provisions of section 8.4 and the daily incidental expense allowance amount applicable to the location as specified in Appendix C or D of the NJC Travel Directive received by the employee prior to being notified of the extension; and

8.1.6 When an employee on a short-term assignment accepts an assignment at the same post, the provisions of this directive shall cease and the full provisions of these directives shall apply as applicable, subject to FSD 9 – Medical and Dental Examinations, effective on the date of official notification in writing of the assignment. The deputy head shall ensure that employees do not receive duplicate benefits.

8.1.7 Subject to subsection 8.1.6, in exceptional circumstances where the short-term assignment extends beyond the normal length, the provisions of FSD 8 shall continue until the date of official notification in writing of the assignment.

8.1.8 These provisions shall apply to short-term assignments commencing April 1, 2019. Employees on short-term assignment under the provisions of FSD 8 – Short-Term Assignments Outside Canada on April 1, 2019, shall be given the option of remaining under their current provisions for the period of their short-term assignment, not including any extensions, or electing for the revised provisions of FSD 8 – Short-Term Assignments effective April 1, 2019.

8.2 Transportation

8.2.1 The deputy head shall apply the applicable transportation entitlement of the NJC Travel Directive for transportation to and from the post. For international travel, a suitable rest period or overnight stop shall be authorized in accordance with the provisions of the NJC Travel Directive.

8.2.2 The deputy head may authorize the cost of five pieces of accompanying baggage within the size and weight allowable by the carrier and including the baggage transported free of charge by the carrier.

8.2.3 In special circumstances, the deputy head may authorize the cost of more pieces of accompanying baggage in order to address an employee’s specific needs.

8.3 Storage of Household Effects

8.3.1 The deputy head may authorize the storage of household effects, including a private motor vehicle (PMV) in accordance with section 15.13 of FSD 15 – Relocation, if the employee is not maintaining a principal residence during the short term assignment.

8.3.2 Where the storage is authorized for the employee’s household effects and the employee is not able to occupy permanent accommodation, the cost of two days living expenses in Canada at the time of departure and at the time of return shall be authorized under the provisions of paragraph 15.4.1(c) of FSD 15 - Relocation.

8.3.3 Where an employee's household effects have been placed in storage at Crown expense, the employee shall pay the applicable shelter cost in accordance with Appendix A of FSD 25 - Shelter at the "one in household" rate, with effect from the day following the date of arrival at the post.

8.4 Incidental Expense Allowance

8.4.1 Subject to subsections 8.1.4, 8.1.5 and 8.1.6, the deputy head shall authorize an incidental expense allowance of 50% of the incidental relocation expense allowance in accordance with Appendix C of FSD 15 – Relocation at the beginning and at the end of the short-term assignment.

8.5 Accommodation

8.5.1 The deputy head shall authorize the payment of actual and reasonable costs for accommodation, and utilities including installation, at the location of the short-term assignment.

8.5.2 Where possible, employees shall be placed in self-contained accommodation, either commercial or Crown-held.

8.5.3 Provided that the employee is not required by the employer to remain at the post, an employee may choose to spend the weekend at an alternative location. Such arrangements shall be made in consideration of security and diplomatic contexts.

8.5.4 Subject to subsection 8.5.3, reimbursement shall be limited to the cost of maintaining the employee at the post and shall include the cost of accommodation and the meal allowance. To be eligible for reimbursement, the employee shall:

• cancel charges for accommodation and meals provided on site at the post;
• assume personal liability as if the employee were not on short-term assignment; and
• not return home or to the headquarters area during the weekend.

8.5.5 Spending the weekend at an alternative location does not preclude the employee's entitlement to section 8.9 - Home Travel.

8.6 Meal Allowance

8.6.1 The deputy head shall authorize payment of the daily meal allowance only, no incidentals, as specified in Appendix C or D of the NJC Travel Directive, as applicable:

8.6.2 Where, due to special circumstances such as heavy workload, difficulty in finding food, or extremely limited restaurant facilities, the deputy head deems the meal allowance in subsection 8.6.1 to be inadequate, such meal allowance may be authorized as may be considered reasonable, up to the full daily meal rate.

8.6.3 Where a meal allowance has not been established in the country of assignment or where there are sudden changes in currency exchange rates or high inflationary trends, the deputy head may authorize actual and reasonable expenses for meals, based on receipts.

8.7 Laundry and Dry Cleaning

8.7.1 The deputy head shall authorize reimbursement of actual costs for laundry for employees who occupy accommodation which is not provided with laundry facilities which consist of a washer and dryer.

8.7.2 Where the deputy head is satisfied that dry cleaning costs significantly exceed those in the employee's headquarters city, reimbursement of 50% of the actual costs of dry cleaning shall be reimbursed, upon presentation of receipts.

8.8 Commuting Assistance

8.8.1 The deputy head may authorize financial assistance to cover excess home/office commuting costs, in accordance with the provisions for commuting assistance under FSD 30 - Post Transportation and Related Expenses.

8.8.2 When authorized overtime causes a disruption in the employee’s regular commuting pattern, or when the employee is required to participate in a work related event outside of normal work hours, the employee shall be reimbursed actual and reasonable additional local transportation costs.

8.9 Home Travel and Alternative

8.9.1 An employee is eligible for home travel provisions under this directive to the normal place of duty provided that the following conditions are met:

• work schedules permit the employee to be absent; and
• appropriate private or public transportation is available and its use is both practical and reasonable.

8.9.2 Provided the employee is on continuous short-term assignment, the employee is entitled to home travel as per the table below. The employee may schedule actual trips within the maximum number permitted to meet personal needs.

8.9.3 The employee shall be reimbursed, based on receipts, the cost of the most economical return airfare, the necessary return ground transportation to and from the carrier's terminal, and meals en route. Meals and incidentals at the destination shall not be reimbursed. The accommodation at the post should be cancelled if possible.

8.9.4 As an alternative to home travel by the employee, the deputy head may authorize the spouse or common-law partner or dependant to travel to the employee's post up to the cost of home travel by the employee. Such arrangements shall be made in consideration of security, diplomatic and health contexts.

8.9.5 Where the deputy head does not authorize the spouse or common-law partner or dependant to travel to the post, as an alternative to home travel by the employee, travel for the employee and a spouse or common-law partner or dependant may be authorized to a third location up to the cost of home travel by the employee.

8.10 Home Communication

8.10.1 The deputy head shall authorize the provisions for home communication for employees assigned to posts located outside the continental U.S.A. only, in accordance with the relevant provisions of the NJC Travel Directive.

8.11 Dependant Care

8.11.1 The deputy head shall authorize dependant care for employees in accordance with the relevant provisions of the NJC Travel Directive.

8.12 Medical, Dental and Health Care

8.12.1 The deputy head shall authorize the application of FSD 9 - Medical and Dental Examinations for posts designated as unhealthy under FSD 38 - Preventive Medical Services Expenses.

8.12.2 It is the employee's responsibility to ensure Provincial or Territorial health care and Public Service Health Care Plan (PSHCP) Supplementary coverage while outside Canada as well as continued coverage under the Public Service Dental Care Plan (PSDCP).

8.12.3 If the short-term assignment is extended beyond one year, it is the employee’s responsibility to change coverage from Supplementary to Comprehensive Coverage under the Public Service Health Care Plan (PSHCP).

8.13 Foreign Service Premium

8.13.1 Subject to subsections 8.1.4 and 8.1.5 and to paragraph 8.17.3(c), the deputy head shall authorize payment of the Foreign Service Premium and the accrual of foreign service premium points in accordance with FSD 56 - Foreign Service Incentive Allowances (Foreign Service Premium).

8.14 Post Differential Allowance

8.14.1 Subject to subsections 8.1.4 and 8.1.5 and to paragraph 8.17.3(c), the deputy head shall authorize the provisions of the Post Differential Allowance in accordance with FSD 58 - Post Differential Allowance.

8.14.2 Where payment of an additional amount of post differential allowance or special payment has been established to recognize extraordinary conditions at a hardship post, in accordance with subsection 58.5.4 of FSD 58 - Post Differential Allowance, the deputy head shall authorize these payments from the first day of an assignment to a hardship post, notwithstanding that the employee may not otherwise be subject to the provisions of FSD 58 - Post Differential Allowance.

8.15 Temporary Absence

8.15.1 An absence from the post on authorized government travel under the NJC Travel Directive, approved leave, home travel or home travel alternative does not constitute a break in the short-term assignment for the purpose of determining the length of the short term assignment.

8.15.2 When an employee is absent from the post on authorized government travel, the employee shall not receive double benefits.

8.16 Currency Exchange

8.16.1 The deputy head shall authorize the provisions for currency exchange in accordance with the NJC Travel Directive.

8.17 Employee Accompanied by Dependant(s)

8.17.1 In rare and unusual cases, and subject to subsection 8.17.4, the deputy head may authorize the employee's spouse or common-law partner and any dependant(s) normally residing with the employee to accompany the employee, subject to proof of health insurance coverage.

8.17.2 The deputy head may authorize the employee to precede the spouse or common-law partner and dependant(s).

8.17.3 Where the spouse or common-law partner and dependant(s) are authorized to accompany an employee, assistance shall be limited to:

• transportation costs in accordance with subsection 8.2.1, up to the total cost of the employee’s home travel entitlement under section 8.9;
• FSD 55 - Post Living Allowance, where the Post Index is above 100;
• FSD 56 - Foreign Service Premium and FSD 58- Post Differential Allowance at the unaccompanied rate; and
• the provisions of FSD 39 – Health Care Expenses, FSD 41 - Health Care Travel and FSD 42 - Medical and/or Dental Expense Advance, unless otherwise covered by the employee's provincial and/or supplementary insurance plan.

8.17.4 Where the provisions of subsection 8.17.3 apply:

• home travel and alternative, home communication and meal allowances shall not apply;
• no additional accommodation/housing will be provided, or additional accommodation costs reimbursed;
• no additional costs will be authorized for shipment of household effects; and
• employees are responsible to ensure provincial and supplementary coverage, such as PSHCP, for their dependant(s) while outside Canada.

8.18 Assistance for Single Parents

8.18.1 At the request of the employee and in lieu of the provisions for home travel, the deputy head may authorize:

• payment of return transportation expenses for one or more pre-school aged children up to the cost of home travel for the employee which would otherwise be incurred;
• dependant care expenses at the work location outside Canada which are in excess of existing dependant care expenses for equivalent care, up to the costs which would otherwise be incurred at the old place of duty and reimbursed under the NJC Travel Directive; and
• expenses for vaccinations and/or inoculations for the child which are a consequence of the work location outside Canada.

8.19 Emergencies, Illnesses, Injuries or Death While on Short Term Assignment

8.19.1 In the event of emergencies, illnesses, injuries or death while on short term assignment, the employer shall authorize the payment of necessary expenses in accordance with Part V of the NJC Travel Directive for the employee, spouse or common-law partner and any dependant(s) in accordance with section 8.17.

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Canada’s Public Sector Unions Threaten Disruption Over Return to Office

After their strike last year failed to win the right to work remotely, the unions are challenging a plan calling for three days a week at workplaces.

By Ian Austen

This week, Chris Aylward, the national president of Canada’s largest public sector union, warned Canadians that they were facing “a summer of discontent.”

Mr. Aylward, of the Public Service Alliance of Canada, had joined with leaders from three other public sector unions to announce that they had started a series of legal challenges over the federal government’s requirement that most of their members show up at their workplaces at least three days a week beginning in September. And they said that they would take “coordinated actions” leading to disruptions as a pressure tactic.

For most Canadians, the ability to work chiefly from home faded away along with the pandemic health threat some time ago. In January, Statistics Canada reported that 20 percent of people, including government employees, spend the majority of their work time at home. That’s well down from the 40 percent level at the height of the pandemic but nevertheless higher than the 7 percent level of 2019.

Return-to-office mandates remain a major source of contention within the federal public service. It was one of the key issues behind a 15-day strike just over a year ago. But that job action did not result in an agreement giving public servants the right to mostly work from home.

Many government employees, like prison and border guards, cannot work remotely, but the government now requires that everyone else show up at the workplace at least twice a week. Mr. Aylward and the other union leaders said during their news conference that many of their members struggle to find workspaces or equipment when they arrive. They all argued that adding another day would compound those issues.

“This misguided decision sets up workers to fail by pushing them into physical offices,” Mr. Aylward said. He added that commuting more would undermine Canada’s climate goals and suggested that government offices could become residential buildings to help with the housing crisis.

Above all, the union leaders said that the decision was a political move by the Liberal government of Justin Trudeau to mollify Doug Ford, the Progressive Conservative premier of Ontario who recently said he would like to see more workers, as well as commercial landlords, back in the downtowns of cities.

One factor that did not help the government’s cause is that most public servants learned about the plan, which takes effect on Sept. 9, from a report in The Ottawa Citizen based on a leaked memo. (Executive-level public servants will be expected to appear four days a week.)

Anita Anand, the cabinet minister in charge of the Treasury Board and, thus, personnel matters, told reporters that the decision was made by senior public servants, not politicians.

Myah Tomasi, Ms. Anand’s press secretary, did not respond to questions about how that group settled on three days in the office. She did say the government verified that offices would be able to accommodate staff as they appear more frequently.

“It’s a real mess,” said Prof. Linda Duxbury of the Sprott School of Business at Carleton University, who began studying remote work long before the pandemic. “The union’s arguments are not persuasive. The union has no right to dictate. Where you work is in the hands of the employer.”

At the same time, she added, “the government of Canada is trying to do it the easy way, which is focus on days. The harder way, which is the correct way, is to focus on work.”

Professor Duxbury said private sector employers with effective return-to-work programs look at a variety of factors to determine how much workplace time is needed for each job, including “how much time is spent on client interaction, how much creativity is involved, how much innovation is required and how much time is needed for the things that we know require interaction in person.” Such reviews, she said, found that while some jobs can be done entirely remotely, others may require five-day-a-week attendance and many are somewhere in between.

The union leaders were vague about what sort of “workplace action” would set off the summer of disruption. Perhaps for good reason: Any sort of workplace slowdown or walkout would be treated by the government as illegal under labor law.

A union representing Canada Border Services Agency employees is in contract talks and could, in theory, go on a legal strike. But a government official told me that 80 percent of its members are essential workers who cannot strike.

Professor Duxbury said that if the unions make good on their threat, it’s certain to have one outcome.

“I’m not expecting a lot of sympathy from the Canadian public,” she said.

Trans Canada

The federal government took a step back on a pilot drug decriminalization program in British Columbia this week, at the province’s request. After a political backlash, it is again a crime to use drugs like cocaine and fentanyl in public spaces there.

The arrests of three Indian men in connection with the 2023 killing in Surrey, British Columbia, of Hardeep Singh Nijjar, a Sikh nationalist, have again raised questions about the relationship between India’s external spy agency and criminal networks .

The actor Eugene Levy takes readers to five of his favorite places in Toronto .

A security guard was shot outside Drake’s Toronto mansion this week after an escalation in the rapper’s feud with Kendrick Lamar. A Chinese restaurant in Toronto has found itself caught in the middle.

The novelist Mona Awad presents a reader’s guide to Montreal , her hometown.

A native of Windsor, Ontario, Ian Austen was educated in Toronto, lives in Ottawa and has reported about Canada for The New York Times for two decades. Follow him on Bluesky at @ianausten.bsky.social .

How are we doing? We’re eager to have your thoughts about this newsletter and events in Canada in general. Please send them to [email protected] .

Like this email? Forward it to your friends, and let them know they can sign up here .

Ian Austen reports on Canada for The Times based in Ottawa. He covers politics, culture and the people of Canada and has reported on the country for two decades. He can be reached at [email protected] . More about Ian Austen

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Government of Canada funds 3,451 projects across Canada to make life better for Canadian seniors

From: Employment and Social Development Canada

News release

Canadians deserve to age with dignity. That comes down to choice, to affordability, to inclusion, and to community. The New Horizons for Seniors Program creates those opportunities for seniors to be more connected, supported and active members of their communities.

May 16, 2024                Gatineau, Quebec                    Employment and Social Development Canada

Canadians deserve to age with dignity. That comes down to choice, to affordability, to inclusion, and to community. The New Horizons for Seniors Program creates those opportunities for seniors to be more connected, supported and active members of their communities.  

Today, Canada’s Minister for Seniors, Seamus O’Regan Jr., announced an investment of $71.27 million in 3,451 community-based projects supporting seniors across the country. This funding was awarded through the New Horizons for Seniors Program’s (NHSP) most recent call for proposals for community-based projects.

As part of the 2023-24 NHSP call for proposals for community-based projects, organizations were encouraged to apply for funding to deliver projects that support the national priorities for this cycle:

• supporting healthy aging;
• preventing senior abuse;
• celebrating diversity and promoting inclusion; and
• supporting financial security.

These projects further support the Government’s work to help Canadian seniors age with dignity and choice. This work also includes the new Canadian Dental Care Plan, which has already helped over 46,000 seniors access dental care, because no one should have to choose between taking care of their teeth and putting food on the table.

Budget 2024 is the Government’s plan to build more homes, faster, help make life cost less, and grow the economy in a way that helps every generation get ahead. The Government's ongoing support for the New Horizons for Seniors Program means more assistance for community-based projects that strengthen our communities and make life better for Canadian seniors.

“Loneliness is an awful thing, and too many seniors feel lonely. They want to be active and feel like they’re part of their community, giving back, helping out, looking after themselves. It’s so important. New Horizons helps make those connections and do all that.” –Seamus O’Regan Jr., Minister of Labour and Seniors

Quick facts

Seniors are one of Canada’s fastest-growing population groups. They will represent almost 25% of the population by 2051 and could reach close to 11 million people within 15 years.

The New Horizons for Seniors Program community-based stream is a federal grants program whose goal is to invest in projects that help seniors stay active and engaged in the community. Organizations are eligible to receive up to $25,000 in grant funding.

Program funding supports projects that address one or more of the program’s five objectives: promoting volunteering among seniors and other generations, engaging seniors through the mentoring of others, expanding awareness of elder abuse, supporting social participation and inclusion of seniors and providing capital assistance for new and existing community projects and programs for seniors.

Project proposals are targeted to vulnerable senior populations including Indigenous seniors, seniors with disabilities, members of racialized and newcomer groups, members of 2SLGBTQI+ communities, low-income seniors, veterans, members of official language minority communities and people who primarily speak languages other than English or French.

Since its inception in 2004, the program has funded around 40,000 local projects and broader reaching initiatives in hundreds of communities across Canada with the Government of Canada having invested a total of more than $850 million.

Every year, organizations are invited to apply for NHSP community-based funding through a call for proposals. The projects announced today were approved as part of a call for proposals that was launched on August 1, 2023 and closed on September 28, 2023.

Related products

• Backgrounder: New Horizons for Seniors Program

Associated links

• Programs and services for seniors
• New Horizons for Seniors Program – Engaging seniors, strengthening communities
• Backgrounder: Government of Canada supports for seniors

For media enquiries, please contact:

Hartley Witten Press Secretary and Senior Communications Advisor Office of the Minister of Labour and Seniors, Seamus O’Regan Jr. 343-575-1065 [email protected]

Media Relations Office Employment and Social Development Canada 819-994-5559 [email protected] Follow us on X Follow us on Facebook Sign up for the Minister for Seniors newsletter  

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