Royal Canadian Mounted Police External Review Committee

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?

All employees are required to take Canada School of Public Service (CSPS) values and ethics training in the first 3 months and all managers are required to complete the CSPS’ values and ethics training for managers within 3 months of appointment. We also provide ongoing discussions at all staff meetings and at the management table. We have also included specific values and ethics training in our all staff retreats from outside subject matter experts. 

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

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

N/A

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?

N/A

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 Royal Canadian Mounted Police (RCMP) External Review Committee (ERC)  drafted a new code of conduct which more fully aligns with the government’s current priorities and clarifies expected behaviours of employees. 

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 on specific topics (e.g., conflicts of interest, social media, emerging technologies)
• 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.

The ERC is able to engage all staff at the same time due to our small size through all staff meetings and email communications. The values and ethics topic is an ongoing discussion at the ERC.

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.

N/A

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?

Mental Health, work life balance, emerging technology (artificial intelligence), hybrid work.

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)?

The ERC has hosted several sessions facilitated by accredited psychologists to address these themes.

The ERC has included these topics in the ongoing values and ethics discussions with all staff and at the management table.

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)?

Having subject matter experts present and lead activities in the area has been very successful.

The inclusion of the values and ethics in the ERC’s monthly newsletter.

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 ERC will use the Public Service Employee Survey and the ERC employee pulse surveys to measure employee awareness as we have specific questions pertaining to the ERC’s Code of Conduct, values and ethics. 

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)?

N/A