Canada Economic Development for Quebec Regions

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?

• Yes

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?

It should be noted that as Canada Economic Development (CED) is a small agency with almost 400 employees, training and discussion sessions are open to all staff. CED's Value and ethics (V&E) action plan includes training activities that are directly or indirectly related to values and ethics. For example, several training sessions have been offered to all employees (at least 6 have been offered since fall 2023), to new employees, and in small discussion groups (two sessions in winter 2024). The Agency's mandatory learning path also includes values and ethics training offered by the Canada School of Public Service.

In addition to the answers to the questionnaire, we are enclosing the CED's Values and Ethics Committee action plan, which is summary of the various past, current, and future activities planned by the committee.

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

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

The answer is yes, assuming that the question means “full implementation of plans” as defined by the agency.

Part II. Codes of conduct

Question 3

Has your organization reviewed its code of conduct?

• My organization is in the process of reviewing 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?

A championship and a values and ethics committee have been in place for several years. As part of our action plan to i) provide information and training and ii) offer opportunities for discussion and exchange, and adapting it to the exercise initiated by the Clerk of the Privy Council in the fall of 2023, we planned to hold 5 sessions on each of the values of the Values and Ethics Code for the Public Sector - the aim being to reflect together on how these values are represented in our work. These sessions are being held with all Agency employees and run until June 2024. In light of these exchanges and comments from its employees that CED will undertake to review the CED Code of Conduct, so that it accurately represents the reality and concerns of employees.

Deadline for revising CED's Code: Fall 2024.

Question 5

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

• My organization is in the process of updating 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.

See answer to question 4.

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.

CED's Values and Ethics Committee has carried out the following activities and initiatives: 

• Updating the intranet site, with the inclusion of relevant resources and links;
• V&E training sessions with case studies;
• Informal conflict management training;
• Integration of the V&E theme into the welcoming of new employees, and the addition of a welcome letter to accompany letters of offer to new employees;
• Training on the use of social networks and on procurement;
• Outreach activities such as the broadcast of a video with the champion, several Tea and TED sessions, a few quizzes; development of a V&E brand image;
• “Let’s Talk Values and Ethics” series on each of the 5 Code values and ethics;
• Regular ‘open doors’ with the champion (offering one-on-one discussions).

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 business plan developed by the Champion and his committee bears witness to the ongoing commitment of our employees. For some years now, new employee induction has included a letter signed by the Values and Ethics Champion. The Champion holds monthly open doors - for any employee who wishes to raise a question or concern. The various activities in the action plan underline the fact that values and ethics are everyone's responsibility. The Agency's mandatory learning path includes values and ethics training offered by the Canada School of Public Service for employees in general, and for managers. The CED code of conduct is promoted at new employee induction events (2-3 times a year).

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?

Recurring themes include:

• The delicate relationship between politics and policy - giving our best advice, knowing how to say no when necessary, by offering options to the minister, and the “loyal” implementation of the elected minister's leadership;
• Managing transitions (ministerial, governmental);
• Integrity: senior management must lead by example to preserve the integrity of the public service, and be as transparent as possible;
• Respect for people: the importance of a healthy work environment, inclusive of the diverse realities of employees, and the ability to raise issues when they arise without fear of reprisal - in this respect, actions must follow words;
• The rules of working well together in the evolving hybrid work mode - including the need to better explain the rationale behind decisions taken, and to allow as much flexibility as possible to take account of regional realities and the modus operandi of the various functions.

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)?

Development of the “Let’s Talk Values and Ethics” series of meetings on each of the 5 values of the Code and Ethics. Continued training and information sessions on this and related topics (disclosure of wrongdoing; procurement, conflicts of interest, etc.) and, where applicable, integrate the ethics component into training on topics such as digital, inclusion, process or service improvement, etc.

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)?

More than half the Agency's employees took part in each of the themed “Let’s Talk Values and Ethics” sessions (on each of the Code's five values), which provide an opportunity to learn from expert guests/panellists and CED colleagues, sub-group discussions for more smaller-scale discussions on the meeting's topic and return to plenary discussions to share questions and reflections.

The more targeted values/ethics training sessions with practical case discussions (in groups of 10-15 people) have also been appreciated.

The intranet site is regularly updated to provide relevant information to employees.

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 PSES is used - at CED – for the question of who to turn to with an ethical question or issue. Given the large number of activities and the champion's open doors, employees have many ways of expressing themselves, which help increase the level of knowledge.

Question 12

Will these indicators be disaggregated by identity factors?

• No

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)?

A recurring issue is the authenticity of the conversations (e.g., to avoid ticking a box because the clerk has initiated the values and ethics reflection exercise). In this respect, good communication about the link between this reflection and the actions that will emerge from this will be very important.