Canada Border Services Agency

Part I. Values and ethics training plans

Question 1

Has your organization developed department-specific values and ethics training plans down to the divisional level?

• No

If not, to what level have department-specific values and ethics training plans been developed and what is your target time frame for completing this work?

Values and ethics form an integral part of the Canada Border Services Agency (CBSA)’s comprehensive training program.  As recruits every Border Services Officer Trainee that enters the CBSA College Officer Induction Training Program receives in-depth training in values and ethics, including practical and operational scenarios. This program has recently been enhanced to include more emphasis on examples and ethical scenarios.

In addition, all employees are required to complete the Values, Ethics and Disclosure of Wrongdoing at CBSA (H7031-P) within three months of joining the agency, as well as Values and Ethics Foundations for Employees (FON301-N) at the Canada School of the Public Service within six months of joining the agency.

To reinforce values and ethics at the agency, the Office of Values and Ethics develops an annual communication and engagement plan to share with resources across the agency. Some upcoming monthly messages shared to all agency employees via the CBSA Daily include:

• Code of Conduct at a Glance: the top 5 things you should know
• Common misconceptions or misinterpretations about the Code
• Q&A with a Values and Ethics advisor
• Interview with a Border Services Officer or Chief on how the Code is used in their day-to-day operations
• Case studies of Code breaches and how they were resolved
• How to spot a Conflict of Interest
• Code of Conduct Quizzes (True or False, multiple choice questions)
• Code of Conduct Word Search game
• “Did you know?” fun facts or little-known details about the Code (a series of messages, if desired)
• Apply the Code! Examples ethical dilemmas which asks the reader to identify what part of the Code is applicable in each scenario
• Reporting misconduct

In addition, the Office of Values and Ethics offers monthly and ad-hoc training sessions on various topics including an overview of the CBSA Code of Conduct as well as themed discussions, such as social media, duty of loyalty, conflicts of interest.

In response to the Clerk’s priority, the agency is also revising its onboarding process. Within days of their arrival, all new employees will follow sessions that include awareness of the Code of Conduct, and disclosures of conflicts of interest, amongst other pertinent subjects (i.e. security awareness, official languages, employee networks, learning plans, contacts for pay and the Employee Assistance Program).

To address specific gaps within the procurement management system, managers with delegated authorities underwent retraining and certification, completing the following courses with the Canada School of the Public Service:

• Overview of Procurement (COR403)
• Procurement Fundamentals (COR401)

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

If not, what is your target time frame for completing this work?

Not applicable.

Part II. Codes of conduct

Question 3

Has your organization reviewed its code of conduct?

• Yes, my organization has reviewed its code of conduct.

Question 4

If your organization is in the process of reviewing its code of conduct, what is your target time frame for completing the review?

Not applicable.

Question 5

If your organization has completed the review of its code of conduct, did this review lead to updates?

• Yes, my organization updated its code of conduct.

Please briefly describe the nature of any updates made (e.g., to clarify expected behaviours, to align with the emerging context, to include emerging risks) or explain why no updates were deemed necessary.

The CBSA undertook extensive outreach as part of its update of the Code of Conduct, including consultations with:

• employees in the regions (including frontline staff) and headquarters
• executives
• bargaining agents,
• the LGBTQ2+ Advisory Committee,
• the Visible Minority Advisory Committee,
• the Anti-Racism Taskforce and
• legal services.

There was also a Gender-based Analysis Plus (GBA Plus) conducted of the Code.

Consultations resumed in fiscal year 2023-24 to include reflections and recommendations from the Deputy Ministers’ Task Team on Values and Ethics. Changes to the Code were adopted in April 2024, and include:

• Alignment with guidance from the Clerk’s deputy minister task force.
• Realigning the values in the Code for the Public Sector.
• Simplified language in the Code that is now more clear and inclusive (for example: using “we” instead of “employees,” and more aligned with GBA Plus) and various policies and directives were updated.
• More reader friendly and greater clarity around apparent conflicts of interest.
• Clarification of employees’ responsibilities. For example, precision around providing information or testimony for administrative investigations.

Part III. Discussions on personal accountability in upholding public service values and ethics

Question 6

What activities or actions has your organization undertaken to foster a conversation at all levels on personal accountability to uphold our public service values and ethics?

• Dedicated discussions at executive and management committee meetings
• All-staff engagements (e.g., town halls)
• Focused engagement sessions for specific functional areas (e.g., operations, finance, communications, policy, human resources)
• Focused engagement sessions on specific topics (e.g., conflicts of interest, social media, emerging technologies)
• Engagement sessions with equity groups, employee groups, networks and communities
• Inclusion in employees’ performance and talent management cycle discussions
• Specific values and ethics communications campaigns

Please provide additional details on activities that you have undertaken, including those not listed above.

In March 2024, the President announced new Champions for various networks at the CBSA, including a new Champion for Values and Ethics. In this capacity, the Values and Ethics Champion will play a crucial role in promoting integrity and high ethical standards throughout the agency. In addition, they will support the program by promoting its services and be an advocate for Values and Ethics. Finally they will identify and leverage opportunities and interrelationships between Champion portfolios to ensure Values and Ethics is interwoven in all respective practices, decisions and actions.

Further, the CBSA launched a broad engagement strategy in April and May 2024 to promote discussions on values and ethics at all levels and in all regions with support from the Values and Ethics Champion. The President and Executive Vice-President personally met with all agency executives through multiple face-to-face sessions (headquarters) and online (regions) to outline the importance of continuing a values and ethics dialogue with all employees at the agency, and to solicit feedback on themes and potential gaps. Subsequently, all agency executives are engaging with their divisions, hosting sessions starting in May 2024. In addition, agency champions (e.g. national managers community and equity groups including racialized persons, women, persons with disabilities, 2SLGBTQI+ and equity communities) are holding theme-based sessions with their respective communities, as well as monthly themed Vice President engagement sessions (i.e. fireside chat discussions) available to all employees across the agency starting June 2024 until December 2024.

To support leaders in carrying out their engagement discussions in their functional areas, a detailed discussion guide, including sample scenarios, presentations, and additional resources were developed and disseminated in May 2024. These tools also considered results and comments from the Deputy Ministers’ Task Team on Values and Ethics Report.

In addition to the above activities, the Office of Values and Ethics develops annual communication and engagement strategies with Communications.

Question 7

Has your organization taken any actions to ensure that conversations on personal accountability to uphold our public service values and ethics occur on a continuing basis?

• Included as part of the onboarding process for new employees
• Incorporated in employees’ professional development and mandatory learning plans
• Integrated in career succession planning (e.g., supervisor, manager, director)

Please provide details on activities that you have undertaken, including those not listed above.

The CBSA mandatory Officer Induction Training Program for Border Services Officer Trainees includes an in-depth segment on values and ethics that has been updated to include situational ethical scenarios. The agency is also improving its onboarding process where within days of their arrival, all new employees will follow a mandatory process that includes awareness of the Code of Conduct, and disclosures of conflicts of interest, amongst other pertinent subjects (i.e. security awareness, official languages, employee networks, learning plans, contacts for pay and the Employee Assistance Program).

In addition, the agency is aligning a Conflict of Interest attestation, review and update cycle, with our performance management cycle, requiring a conversation and action at the mid-year and year-end performance discussion. Currently, there are performance measures in the executive cadre performance management process to promote and foster an ethical culture in line with the agency’s core values, recognizing conflicts of interest and seeking advice from the Office of Values and Ethics as needed. 

Part IV. Additional information

Question 8

What recurring themes (e.g., social media, emerging technology, conflicts of interest) have emerged from conversations with employees (e.g., students, new public servants, front-line service providers, managers, executives, members of functional/horizontal communities/employee networks) across your organization?

Several themes continue to emerge through discussions with employees.

On a very positive note, there was a view that the CBSA has a compelling mission, low attrition and high recruitment outcomes so we are in a good position to engage in these discussions.

On a less positive note:

• Respect and accountability – the CBSA has been at the centre of an unprecedented amount of scrutiny that is playing out through parliamentary committees. This has raised confusion and concerns among staff who wonder at the treatment of both junior staff and senior executives. The impact of this cannot be overstated – and these issues have led to rich discussions about a lack of civility and principled behaviour on the one hand and the need to be accountable for our actions on the other.
• Social media – employees and management have raised the impacts of the proliferation of social media, and the spread of misinformation and disinformation. In addition, there remains some uncertainty regarding opinions and personal views that can be shared in light of the need to respect non-partisanship as part of our value of demonstrating respect for democracy. 
• Employees feeling emboldened to post, comment or share political views on controversial and/or geopolitical issues (polarization).
• As law enforcement agency, we have to ensure employees understand that “professional courtesy” to other law enforcement services is not an acceptable practice;
• Our employees are subject to harassment from the public – sometimes a dissonance when we say internally that such behavior is not tolerated within the CBSA;
• Generally speaking, younger public servants may not have the same attachment to public service or organizational mandates, so we need to do more on values and ethics than previously as it does not start as it did for many of us with an oath and a bit of ceremony attached to it (with the exception of our Border Services Officers where it is very formal);
• As a front facing organization, many employees directly feel the impact of decreasing trust in institutions – we rely on people to be compliant and employees are worried about what that looks like if practices change.
• Fatigue – sentiment from frontline employees stemming from the pandemic. Officers rallied and the expectation is to continue at the same pace.

Question 9

How have you adjusted your learning activities to address recurring themes (e.g., adjusted training plans, developed specific case studies, invited expert speakers to focus on emerging themes)?

As referenced above, several themes have emerged through the implementation of the agency’s engagement strategy. These themes form the content for a series of fireside discussions hosted by the CBSA’s Vice-Presidents, as well as agency community-specific sessions which will be launched by the champions (e.g. National Managers Community). Our evergreen plan will continue to reflect any new emerging themes that are raised throughout our ongoing discussions. In addition to the responses to questions 1 and 7 above, the CBSA will invite the Public Service Commission (PSC) for an open forum discussion on political activities as we near the next federal election to ensure employees are aware of their obligations under the Public Service Employment Act. Further, the Office of Values and Ethics will be collaborating with the regions to promote information sharing sessions on best practices and scenarios (e.g. the new Gordie Howe International Bridge port of entry lessons learned and best practices).

Question 10

Are there any actions or learning activities that have been particularly successful in fostering conversations within your organization (e.g., new tools, creative approaches that have resonated well with employees and managers, meeting with small groups, equipping managers to lead conversations, equipping values and ethics office/practitioners)?

The President, Executive Vice President and Vice President of Human Resources Branch hosted three (3) in person executive town hall discussions to foster a safe and open forum. The President opened the discussions with the importance of having honest conversations on values and ethics, and sharing lessons learned from her experiences within the federal public service. The Values and Ethics Champion engaged the audience by sharing her thoughts on the Deputy Ministers Task Team on Values and Ethics Report, offering quotes and asking executives to share their thoughts. Executives were open and candid, which led to various engaging discussions. A subsequent executive town hall discussion was scheduled remotely adopting the same format for those who could not attend the in person sessions. It was noted that participation was not as high compared with the in person sessions. As such, emphasis was placed on the importance of leaders holding in person discussions with employees, where possible, to encourage active and open conversations.

The Office of Values and Ethics has also developed a Values and Ethics Discussions Guide to support leaders within the organization. The discussion guide includes:

• CBSA Code of Conduct at a Glance (placemat that highlights key aspects of the Code and includes examples).
• CBSA Values at a Glance (placemat on the CBSA’s values and expected behaviours that all employees must exhibit).
• Vignettes of various ethical dilemmas to help foster engaging discussions.
• Additional Resources document with links to tools, training, videos and more information on values and ethics. 

Question 11

What indicators will be used to measure increased employee awareness of the role of values and ethics in their daily work (e.g., Public Service Employee Survey, pulse surveys, engagement with focus groups)?

The agency will rely on existing measurements, including the Public Service Employee Survey and ongoing internal data collection tools to assess employee awareness. In addition, the Office of Values and Ethics has requested candid feedback on grey areas from the engagement sessions in order to provide additional training and resources to agency employees. 

Question 12

Will these indicators be disaggregated by identity factors?

• Yes

Question 13

Is there any additional information that you would like to share regarding your organization’s work on values and ethics (e.g., to advance particular recommendations of the Deputy Ministers’ Task Team on Values and Ethics Report)?

The agency has taken an “all hands on deck” approach to values and ethics which was shared through a personal message to all employees from the Values and Ethics Champion and the Vice-President of Human Resources. Anchored by its engagement strategy, our senior executives have personally led a number of engagements. This report should be considered the agency’s initial assessment. We will continue discussions over the coming months, and expect to provide a subsequent report in the fall, based on additional feedback received.