Dmitry at Town-hall with VP(pt) candidates

Question 1: How do you see the workplaces of PIPSC members changing in the next three years  and  how do you propose to adapt to those changes?

Excellent question. Both parts of it. I've been thinking about it for quite some time. Here’s my vision. In the next three years, changes in the workplaces of PIPSC members will be driven by four main factors:

1. Shift Toward Hybrid Work Models: The pandemic has accelerated the adoption of hybrid work environments, and this trend will continue. Members will increasingly demand flexibility in choosing between working from home and returning to the office. However, balancing this flexibility with operational needs will require clear, fair policies that consider the well-being of both employees and the public. I will advocate for balanced messaging and actions on this issue that are supported by all levels of the public service, as well as Canadians outside of it.
   
   

2. Increasing Political and Industry Pressures: As observed in health, food, and environmental regulation units, political and industry interference has grown in recent years. This trend could continue as governments and industries respond to global crises, public health concerns, and environmental challenges. To protect our professionals from undue pressures, I will push for stronger provisions in collective agreements, such as "immunity against political interference," ensuring that our members can provide fearless professional advice without fear of reprisal.
   
   

3. Emphasis on Fiscal Accountability and Transparency: Members are demanding greater transparency and accountability in both union and government operations. This will likely result in increased scrutiny of union decisions, particularly regarding controversial policies like the vaccination mandate. I will push for freezing union dues until a robust transparency and accountability framework is in place, ensuring that our union operates with integrity and in the best interest of its members.
   
   

4. Support for Vulnerable Workers and Specialized Professionals: Contract and term positions will continue to be a challenge, and there will be a growing need to support professionals who face unique pressures, such as those involved in product evaluations or policy work. I will work to attract and protect subject matter experts by advocating for additional protections and incentives to retain experienced professionals. Additionally, I will ensure that those with special family needs receive the assistance they deserve to balance work and personal responsibilities.

By anticipating these changes and proactively negotiating fair policies, increased protections, and full transparency in Union operations, I believe we can better serve all members and allows all of them to provide the best possible professional services for all Canadians - without discrimination.

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Question 2: It is well known that PIPSC is currently experiencing financial difficulties. If elected, how do you propose to address those challenges?

PIPSC’s financial difficulties is indeed a significant concern expressed by many members

And it is high time to  addressed them. using  comprehensive approach that balances fiscal responsibility with the needs of our members.  Specifically, I propose the following 4 actions to address these challenges:

1. Immediate Dues Freeze: First, I would advocate for an immediate freeze on membership dues until a robust framework for fiscal and operational transparency and accountability is put in place. Members deserve to know exactly how their dues are being used, and they need assurance that the union is managing its finances effectively and according to priorities selected by members. This freeze will signal to members that we are committed to addressing financial issues before asking for further contributions.
   
   

2. Operational Efficiency: Many of our processes and services can be modernized to save costs. This includes using digital tools that make our operations more efficient and also more transparent - Eg. ELECTION USING ELECTRONIC BALLOT FOR ALL REGIONS, cutting down on TRIPS AND administrative overhead, and reducing duplication of effort. For example, the union could explore ways to automate routine tasks or optimize the use of online platforms for member engagement and communication.
   
   

3. Long-Term Planning and Accountability: Financial planning should not be reactive; it must involve long-term strategies to ensure sustainability. I will work to establish a financial accountability framework that includes regular financial reviews and member consultations, ensuring that decisions are guided by long-term objectives rather than short-term fixes.
   
   

4. Exploring New Revenue Streams: In addition to cutting costs, the union can also explore new revenue streams to offset financial pressures. This could include partnerships with other unions, professional organizations, or even training programs that provide value to members and bring in additional funding.
   
   

5. Audit and Financial Transparency: I would push for a comprehensive audit of the union’s finances to identify inefficiencies, unnecessary expenditures, and areas where we can streamline operations. Results of this audit would be shared with members to ensure complete transparency. Once the audit is completed, we can implement reforms that prioritize financial health without sacrificing the services and support members rely on.
   
   

By freezing dues, improving financial transparency, and focusing on operational efficiency, we can stabilize the union’s financial situation and ensure that PIPSC continues to serve its members effectively, now and in the future

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Question 3: In what areas do you think that PIPSC can improve the services it provides to members? What do you propose to do to improve those services?

There are several key areas where PIPSC can improve its services to better meet the needs of its members. If elected, my focus would be on the following five areas:

1. Enhanced Member Engagement and Communication: One of the biggest opportunities for improvement is in how PIPSC engages with its members. Many feel disconnected or unheard, which can lead to disengagement and frustration. I propose to implement regular town halls and virtual Q&A sessions where members can share their concerns directly with union leadership. Additionally, the union should improve communication through more frequent and transparent updates on major issues, including consultations, negotiations, updates on policy grievances, and policy changes. Creating a centralized digital platform where members can easily access information and provide feedback something like Slido would further enhance engagement.
   
   

2. Faster and More Effective Grievance Handling: The grievance process is often slow, leaving members without timely recourse. I propose to streamline the grievance system by increasing the resources dedicated to it and by implementing clearer timelines and accountability. PIPSC should prioritize cases of professional integrity breaches, reprisal, and contract violations, ensuring that grievances are handled efficiently and effectively. This includes developing an alternative dispute resolution mechanism for cases that can be addressed outside of the formal grievance process.
   
   

3. Support for Vulnerable Members: Starting from those who experience Fear of Reprisal for standing up for professional integrity of their work.  those on Many contract, term, and part-time employees do not receive the same level of support as permanent staff. I propose to establish a dedicated program to assist these members, ensuring they receive the protections and representation they need. This program would focus on issues like job security, fair compensation, and equitable treatment, while also advocating for more permanent positions.
   
   

4. Transparency on responses to Government Policies: Members need more clarity on how the union plans to respond to evolving government policies that impact them, such as return-to-office mandates, working-from-home policies, and public health regulations. PIPSC should take a more proactive approach in addressing these issues, regularly updating members on how the union is advocating for their interests. This also involves being more transparent in how the union makes decisions and represents its members in these discussions.

By focusing on these areas, we can ensure that PIPSC becomes more responsive, supportive, and engaged with its members. My goal is to make PIPSC not only a protector of workers’ rights but also a source of empowerment and professional growth for all members.

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Question 4: What prior experience do you think best prepared you to take on the role of Part-Time Vice-President?

I am a public servant since 2000, passionate researcher who comes from a much different cultural and professional background, and am is still actively engaged on the matters of my professional expertise (which is AI and Data Science) so I am still very closely connected with many members in our workplaces and see and hear many of them daily.

Just a few examples (of key experiences that have prepared me for this position):

1. Community Engagement and community Support: My history of community engagement with colleagues from multiple government departments —highlighted by the success of previous initiatives, including ...
   In 2020, I launched of the Government of Canada R4GC data science community of practice to help my colleagues learn advanced data visualization tools.
   And prior to that, I developed Intelligent Interactive Web Applications that Visualize PSES results, first for CBSA and then for all GOC departments, which helped to identify and target the specific areas of concern

All this demonstrates my ability to bring people together, foster dialogue, and find solutions collaboratively.

2. I am Executive at the NCR Executive Board, to which I was elected this April. I had a chance to see how Union worlds from outside and inside. I am new. Probably the “newest” executive and VP candidate in this much respected group. And I’ll learning very fast.
   
   I have just submitted a number of Resolutions for the National AGM - aimed to address the challenges which I came to witness within the Union
   
   

3. Coming from much different background.  I appreciate working and  listening people from different background. I am not here for bonuses and perks.  In fact, ....
   
   

4. Advocating for Professional Integrity in Policy and Product Evaluation: Having worked in divisions where fear of reprisal was a critical concern, I understand the pressures faced by professionals  - - working in health and food policy regulation. I have witnessed how political and industry interference undermines professional advice, and I’ve fought to address these issues through collaboration with union leadership and members.
   
   

5. Leadership in Scientific Integrity Policy (SIP) Advocacy: I worked closely with the Science & Engineering Directorate and other units within CBSA to ensure that all union-recommended clauses were incorporated into the Scientific Integrity Policy (SIP). This experience gave me first-hand insight into the importance of protecting professionals from political interference and emphasized my commitment to safeguarding fearless professional advice.
   
   

These experiences, combined with my track record of standing up for the rights of professionals, make me well-prepared to step into the role of Part-Time Vice-President and continue advocating for our members.