On March 12, PIPSC President Sean O’Reilly appeared before the Standing Committee on Government Operations and Estimates (OGGO) as part of its study of the federal government’s Comprehensive Expenditure Review (CER).

Watch the committee hearing

The hearing gave PIPSC an opportunity to bring members’ expertise and concerns directly to Parliament, including the risks CER-related cuts pose to scientific capacity, transportation safety, and other critical systems Canadians rely on every day.

“These are the experts who make sure the critical systems Canadians rely on every day actually work,” O’Reilly told MPs.

Food safety and rail oversight raised

During the hearing, O’Reilly highlighted reductions affecting scientists, veterinarians, and inspectors at the Canadian Food Inspection Agency (CFIA).

“Millions of Canadian families trust that the food they buy to feed their children is safe. When that trust is misplaced, the consequences can be severe,” O’Reilly warned. “Foodborne illness can spread before contamination is detected. Export markets can be shut down overnight when confidence in a country’s inspection system is shaken.”

He also raised concerns about reductions affecting rail safety oversight at Transport Canada, where engineers and technical specialists monitor infrastructure, equipment standards, and operating practices across one of the largest rail networks in the world.

“Rail safety depends on trained professionals who detect problems before accidents occur,” O’Reilly told the committee.

Outsourcing and service impacts questioned

MPs also pressed witnesses on whether reducing internal expertise while outsourcing more work could affect the quality and reliability of government services.

Federal spending on professional and special services has reached historic levels, with outsourcing now roughly double pre-pandemic levels.

O’Reilly warned MPs that reducing internal expertise while increasing reliance on consultants risks weakening the public service’s long-term capacity.

“When internal capacity is weakened, governments frequently turn to outsourcing to fill the gap,” he said. “Cuts that remove this expertise may look efficient on paper. But when expertise disappears, the risks and the costs return later.”

MPs raise concerns about expertise and preparedness

During the hearing, MPs questioned whether workforce reductions could weaken Canada’s scientific capacity and public services.

NDP MP Alexandre Boulerice asked whether cuts to scientific roles could leave Canada less prepared for future crises such as pandemics. Conservative MP Kelly Block raised concerns that reducing internal expertise while outsourcing more work could affect service standards across government programs.

Responding to questions from MPs, O’Reilly emphasized how difficult it is to rebuild lost expertise once experienced professionals leave the public service.

“When experienced professionals leave the public service, that expertise doesn’t just disappear from an org chart — it disappears from the system. Rebuilding that capacity takes years.”

Evidence submitted to the committee

As part of the study, PIPSC submitted a detailed brief outlining the risks CER-related workforce reductions pose to federal scientific capacity and other critical systems.

The submission documents how cuts are affecting areas including food safety, emergency preparedness, transportation safety, environmental protection, and public health oversight.

Read the full submission

The brief warns that workforce reductions at this scale risk removing decades of institutional knowledge from the federal public service, weakening Canada’s ability to detect and prevent problems before they escalate.

Parliamentary study continues

The OGGO committee will continue examining the Comprehensive Expenditure Review in the coming weeks as departments release more details about planned reductions.

O’Reilly closed his testimony with a warning about the long-term consequences of reducing internal expertise.

“Because when expertise disappears, problems don’t disappear,” he told the committee. “They just show up later — and they cost far more to fix.”

Murray Perrett is an Area Fisheries Manager with the Department of Fisheries and Oceans Canada in Happy Valley-Goose Bay, Newfoundland. It’s an important role in a region where fishing is not only a major economic driver, but the “heart and soul of the community.”

He works in resource management to ensure commercial and recreational fisheries operate smoothly and sustainably. 

“We have a very big coastline in Newfoundland and Labrador, and my job is to make sure that there's fish out there for the fish harvesters to catch,” he says.

The fishing industry affects nearly everyone on the island, from the boat crews to the fish plant workers and Indigenous communities.

A rewarding part of Murray’s job is helping Indigenous communities obtain licenses to fish for food, social, and ceremonial purposes. He says access to fresh, local fish is crucial, given the high cost of food in remote northern areas.

Although Murray spends most days in the office, his favorite part of the job is getting out to meet local harvesters.

“I want to hear from them. What are their concerns? Where’s the fishery going? It’s an opportunity to talk to them and get feedback.”

Happy Valley-Goose Bay is a small town, and Murray sometimes gets stopped by community members outside of the office with questions about the local fishery. 

“That’s the nice thing. We work collaboratively with the fish harvesters to help manage the fishery together, like one team. Even though I’m a public servant with the Government of Canada, we’re working as a team, and I really like that.”

Murray is also a proud member of PIPSC. As someone who values labour and community, he says it’s critical to have union representation.

“The public servants that we have work really hard and take pride in the work we do – and it's important work that we do. I just wish the public did see more of what we did behind the scenes.”

It’s not always smooth waters. Murray says the job can be stressful because when something goes wrong, livelihoods are at stake.

Sometimes, a fishing vessel will break down, resulting in lost income for a harvester and their family. Murray will work late to get them a new vessel and back on the water as soon and safely as possible. 

Once, a captain fell ill on a boat and was medevaced out, leaving the vessel and gear still out there on the water. Murray quickly oversaw the process of getting a licensed replacement to take over, continue fishing, and bring the product to shore.

Resource management requires swift action, but also foresight to ensure Canada’s fishery resources provide for generations to come.

“It’s important to make sure that we have a sustainable fishery in the future so that these communities can continue to thrive,” Murray says.

“Climate change (is) the big question mark,” he adds. “Our oceans are changing, and we are seeing species here in Labrador that have never been here before.” 

He points to crab, a species that has traditionally been fished in cold, deep water. Crab behavior is changing, and they are crawling up into shallower water to get to the cold medium they like. 

As fish harvesters adapt their practices, Murray is there every step of the way to help them navigate the changes.

Supporting fisheries is a team effort. Murray shares an office building with fellow public servants who do vital work in statistics, science, conservation, and protection. The pace is hectic and any given day can bring new challenges.

Despite the demands of work, Murray still finds time to pursue other passions that bring him closer to his community, such as farming. He’s passed down his enthusiasm for the Canadian outdoors to his two children, and hopes the beauty of their coastline will be cherished for generations to come.

“This resource belongs to Canada. It belongs to the people. We are just managing this fishery to make sure that it’s sustainable, to make sure that we always have fish in the water that can be sustainably harvested and will be there for the future.”

Murray believes in his work, he believes in protecting Canada’s resources – our oceans, our wildlife – and the communities at the heart of them. 

The following op-ed by PIPSC President Sean O’Reilly was published in the Hill Times on March 5, 2026.

The assumption appears to be that fewer experts can somehow do more with less—an impossibility in a system already stretched past its limits.

Canada is entering a defining trade moment.

With relations with the United States increasingly volatile, Prime Minister Mark Carney has been clear about the path forward: reduce Canada’s dependence on the U.S., and grow non-American exports by 50 per cent over the next decade.

That goal is ambitious and necessary. But it rests on a critical assumption: that Canada has the public infrastructure needed to earn and maintain the trust of global markets. Right now, that foundation is being weakened.

Cuts to the Canadian Food Inspection Agency (CFIA) threaten one of this country’s most valuable trade assets: confidence in our food safety, and animal and plant health systems. At the precise moment when credibility and speed matter most, Canada is stripping capacity from the system that underpins access to hundreds of international markets.

Canada’s food and agriculture economy is worth $100-billion annually. CFIA’s $839-million budget protects that entire ecosystem of trade—an extraordinary return on investment. Yet, these cuts put it at risk by eliminating over a million hours of inspection, surveillance, and scientific expertise each year. This is not trimming bureaucracy; it is removing the experts who stop disease before it shuts borders down.

Trading partners do not take a country’s word that its animals, plants, or food are safe. Veterinary epidemiologists, disease and insect vector surveillance, and risk analysis are core trade requirements. Cutting this expertise increases the risk of undetected diseases entering Canada, and jeopardizes access to export markets by laying off the very experts who help keep them open.

Imagine an outbreak of a disease such as bluetongue, African swine fever, or even a single case of foot-and-mouth disease without adequate domestic surveillance in place. Canada would lose its export status overnight, devastating entire sectors. Without veterinarians to investigate, contain, and certify disease status, outbreaks spread faster, markets stay closed longer, and losses compound. The risk of zoonotic disease spilling into the human population also grows.

There is no plan for managing these risks under the proposed cuts.

The assumption appears to be that fewer experts can somehow do more with less—an impossibility in a system already stretched past its limits. Workload has surged in the last decade, but staffing hasn’t kept up. Already, this country lacks sufficient veterinary capacity to inspect export trucks before they leave the country. The system is operating without redundancy; further cuts risk removing the safety margin entirely.

The expertise required is neither abundant, nor replaceable. There are only a handful of veterinary epidemiologists in Canada, and only dozens globally. We cannot afford to lose them. Universities and the private sector do not maintain national surveillance systems, nor should they. If CFIA were to lose capacity, the work does not get “streamlined.” It stops.

Diversifying trade to non-U.S. markets will only increase the pressure CFIA faces. Canada’s trade negotiators cannot secure new market access without the surveillance, data, and controls provided by CFIA. Every trading partner imposes commodity-specific requirements that CFIA regulates for export.

To trade, Canada must be able to demonstrate compliance. If a large partner requires expanded monitoring—for example, for insects that may carry bluetongue—and this country lacks the capacity to deliver it, market access is lost and industry suffers the loss. Expanding market access is not achievable if importing countries do not maintain confidence in CFIA’s inspection systems. This makes the Canadian economy more reliant on the U.S., not less.

Strong surveillance is not a luxury; it is the lowest-cost alternative to export bans and preventable public-health emergencies. At a time when Canada is trying to build resilience, economic sovereignty, and independence from a single hegemonic market, weakening the CFIA is reckless and entirely unnecessary, putting billions of dollars in trade at risk.

Sean O’Reilly is the president of the Professional Institute of the Public Service of Canada.

 

For 15 consecutive years, Iceland has ranked number one in the world for gender equality. Canada ranks 36th.

That gap represents more than a number. It reflects who advances into leadership, who carries unpaid caregiving work, and whose economic contributions are undervalued.

In Canada, women make up nearly half the workforce but hold just 29% of senior leadership roles. Women earn 87 cents for every dollar earned by men and report spending 4 to 8 additional hours each week on unpaid care for children and adults.

We know advancing gender equity could add $150 billion to Canada’s GDP. The case for change is not abstract. It is economic, social, and urgent.

Iceland shows what’s possible when equality is treated as a national priority, backed by policy, cultural expectation, and sustained public commitment.

On International Women’s Day, join us for a conversation with Eliza Reid – bestselling author, former First Lady of Iceland, and leading advocate for gender equality – as we explore how Iceland achieved measurable progress and what it would take for Canada to do the same.

When: Tuesday, March 10 at 1:00 PM ET

Where: Zoom

Register now

All webinar attendees will be entered to win one of 25 copies of Eliza Reid’s newest book, The First Lady Next Door.

If you have questions, please contact bettertogether@pipsc.ca.

Let’s move beyond acknowledging the gap – and start discussing how to close it.

As union members and public service professionals, we’re facing several serious threats. Thousands of public service professionals have already received WFA letters, including those who work in critical services that will directly impact Canadians. These cuts threaten the stability of our communities, the quality of life we work hard to protect, and the very future of the public service. 

We are pushing back against these shortsighted decisions. Recently, we organized an event to highlight the dangerous cuts happening to food inspectors at the CFIA – and the impacts those cuts could have on all Canadians. But we have to keep up the pressure on multiple fronts, and we need your help.

To add insult to injury, we’ve been ordered back into the office 4 days per week. This is happening despite years of demonstrated productivity, and despite clear evidence that remote work supports recruitment, retention, and service delivery. This mandate is not about performance, collaboration or better service to Canadians. 

Here’s the truth: these actions are being justified because far too many – MPs included – don’t fully understand the work we do. That’s why it’s time to make our work visible. 

We are pushing back against these shortsighted decisions. This March, PIPSC is launching our next Regional Lobby Week, so members like you can connect with your MP, share your experiences, and help build understanding of the vital work we do.

We’re looking for members across Canada who are willing to volunteer to meet their MPs and share the stories of how these cuts are putting Canadians at risk and how RTO mandates will make things worse. Can you help us?

Lobby Dates: March 30 to April 2

 Sign Up Here

You don’t need prior lobbying or advocacy experience – we’ve got your back with all the training and support you’ll need.

Once you’re signed up, we’ll follow up with details and an invitation to one of our mandatory virtual lobby training sessions. Questions? Contact us anytime at gov_relations@pipsc.ca.

Public service workers are the backbone of this country. We’ve always shown up for Canadians – now, we need to show up for each other. 

Let’s raise our voices, together in solidarity, because when experts are cut, the risk increases. Cuts today, crisis tomorrow.

The National Joint Council (NJC)  Travel Directive has been updated to reflect employees’ travel-related needs.

The updates are the result of an extensive, cyclical review of the NJC Travel Directive, which began in 2021 and involved several years of consultation, information sharing, and co-development between the Employer and the bargaining agents. 

Through this process, the parties reached agreements on a wide range of updates to modernize and clarify the Directive. Where agreement could not be reached, a limited number of outstanding issues were referred to interest arbitration and have now been resolved through an arbitration award. 

The changes outlined here reflect both items agreed to by the parties and those awarded through arbitration, updating the Travel Directive to better reflect employees’ travel needs.

For more information, see the changes on the NJC’s website. The full award is posted here.

Changes Awarded Through Arbitration

Headquarters Area 

• No change to the definition of the Headquarters Area
• This threshold is subject to further review between the parties

Dependant Care Allowance (Declaration-Based)

• The declaration-based dependant care allowance has increased:
  • From $35 to $50 per household

Dependant Care Allowance (Receipted – Professional Care)

• Where dependant care is provided by a person or organization in the business of providing care, and supported by receipts:
  • The allowance has increased from $75 a day per household to $100 a day per dependent
• Declarations will not be accepted for this allowance
• A standardized sample declaration form will be developed

Incidental Expense Allowance

• The incidental expense allowance has increased from $17.30 to $25.

Future Review of Allowance Indexing

• Rather than imposing a specific indexing model for incidentals and dependant care, the board has left it to the parties to discuss what indexing model makes sense

Effective Date (Arbitration Items)

• All changes awarded through arbitration take effect March 28, 2026

Changes Agreed to During the Cyclical Review (Pre-Arbitration)

Changes Throughout the Directive

• Streamlined terminology for private motor vehicle (PMV) to ensure consistency
• Updated references to include common-law partners
• Translation errors corrected
• References revised and duplicate language removed

General / Application

• Updated reference to the Federal Public Sector Labour Relations and Employment Board in the grievance procedure
• Clarified the distinction between provisions applicable to travellers and employees
• Clarified that commuting to a permanent or regular workplace does not constitute government travel
• Revised the definition of temporary workplace to improve clarity
• Removed Veterans Affairs Canada hospitals from the definition of government and institutional accommodation

Administration (Part I)

• Where an employee has an aversion to air travel, management shall endeavour to schedule work using alternative travel methods
• Management may consider relocation as an option rather than long-term travel status
• Travel status may be extended in emergencies preventing timely return, with reasonable costs reimbursed when not covered by another authority
• Environmentally friendly suppliers added as preferential suppliers
• “Workplace Change” retitled Temporary Workplace Change (within the headquarters area), with clarified scope and entitlements

Insurance (Part II)

• Clarified employee responsibilities regarding vehicle insurance, and the circumstances under which insurance costs will be reimbursed by the Employer

Travel Modules (Part III)

• Wording updated for consistency across travel modules
• Updated guidance on the appropriate departments to consult for travel documents and medical services
• Clarified what types of water are reimbursable and in what circumstances
• Meals:
  • Reimbursement may exceed Appendix C or D amounts, in exceptional circumstances and with receipts
  • Clarified meal timing, sequencing, and provisions for shift workers
• Transportation:
  • Rental vehicles may be acquired the day before travel
  • Clarified authorization when business or executive class air travel is unavailable
• Incidental Expense Allowance:
  • Clarified that entitlement applies only where the employee is staying overnight in accommodation

Special Travel Circumstances (Part IV)

• Section retitled Travel Provisions for Specific Employees
• Special transportation needs provisions relocated to section 1.5.1.

Emergencies and Illness (Part V)

• Employees may return earlier or later due to personal illness, accidents, or emergency situations at home (e.g., serious illness, fire, flood, ice storm)
   

The following op-ed by PIPSC President Sean O’Reilly was published in the Ottawa Citizen on Dec 18, 2025.

Six weeks after the federal government unveiled Budget 2025, its implications for the public service are becoming clearer and more troubling.

At the Professional Institute of the Public Service of Canada, we’ve heard from members  that fighting outsourcing remains a top priority.

During the spring election, the Liberals promised to reduce the government’s reliance on external consultants, but it’s obvious that the budget moves Canada in the opposite direction. What was pitched as a plan for discipline, modernization and efficiency is instead accelerating a decade-long shift toward outside consultants and away from in-house expertise.

Rather than strengthening the public service, the federal government has chosen once again to double down on outsourcing — the practice of hiring private consultants to do work the public service can and should be doing. This is a bad habit that’s been quietly draining billions of dollars from federal coffers for years, all while weakening the very systems Canadians rely on.

Budget 2025 even claims it will “cut back” on private consultants, but the government’s own numbers tell a different story. Outsourcing has doubled since pre-pandemic levels, and spending on professional services is projected to hit $26.1 billion this year — a 37 per cent increase from last year and a record high.

Even if the government somehow achieves its promised 20 cent reduction, outsourcing would still be roughly double what it was a decade ago. Private contractors cost taxpayers up to 26 per cent more than public servants.

It’s not even close. At best, it’s a premium price tag for duplication, delay and dependency. At worst, it weakens the very systems Canadians rely on, such as food safety, emergency response, digital security and environmental protection.

The budget makes matters worse by cutting around 30,000 public service jobs  in addition to about 10,000 that were lost last year. Replacing skilled, permanent staff with contractors isn’t efficiency — it’s erosion. Fewer public servants and more outsourcing will leave departments stretched thin, less resilient, and increasingly dependent on private-sector firms to perform core government functions.

We’ve seen this play out before. Phoenix was sold as a cost-saving reform and became one of the largest administrative failures in federal history. Billions were wasted.  ArriveCAN began as a modest digital contract and ballooned into a $60-million fiasco. Both were built by outside firms. Both continue to cost Canadians.

Contrast that with what happened when emergency struck during the COVID-19 pandemic: it was public servants — not consultants — who designed and delivered the Canada Emergency Response Benefit (CERB)  system in just six weeks. There were no million-dollar contracts, no glossy branding and no chaos. That’s what real efficiency looks like.

If the government wants to balance the books, it should reduce contractor waste before cutting scientists, analysts and inspectors. Build capacity before buying another quick fix. Canadians want a government that works for them — not one that looks “efficient” on paper while paying more to get less.

If we want real results, we need to look at who’s actually doing the work. It’s not consultants in corporate boardrooms; it’s the public servants in labs, offices, and control rooms who keep the country running.

Budget 2025 was a chance to rebuild public capacity and chart a smarter, self-reliant course. Instead, it repeats the mistakes of previous governments.

Outsourcing doesn’t make government leaner — it makes it weaker. You can’t cut your way to competence, and you can’t outsource efficiency.

 

Some employer email security settings are blocking union emails from reaching members. 

If you are using an employer email address to receive PIPSC communications, we recommend updating it to a personal email address.

Update my email address with PIPSC

It is important to use a personal email address to receive communications from your union for the following reasons:

Privacy: The employer can access your emails through your employer's email address. Using a personal email address keeps your information private. 

Communication: If you lose access to your employer email address, we can still reach you at your personal email address.

Time-sensitive information: Now more than ever, there are important issues members need to know about, such as Work Force Adjustment (WFA), Return to Office (RTO), and bargaining a new collective agreement. Using a personal email address for PIPSC communications ensures you continue to receive these updates.