Canadian Food Inspection 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?

The Canadian Food Inspection Agency (CFIA or the Agency) is reviewing the values and ethics (V&E) learning/training resources and activities in place across the organization, to establish a comprehensive updated training program. Several elements of this training program are already in place or in progress, including:

• An online course, Our Values and the Code of Conduct, is recommended training for all employees, including students and is in the process of being updated and reissued.
• V&E is a component of the mandatory training program for newly hired inspectors and update training is being prepared.
• Suitable Canada School of Public Service courses have been identified, for inclusion in the onboarding for all new hires and mandatory employee training programs [Values and Ethics Foundations for Employees (FON301) and Values and Ethics Foundations for Managers (FON302)].
• All staff will be required to complete the FON301 in the next year to update and refresh their knowledge on their Conflict of Interest (COI) and V&E responsibilities.
• Supplementary training modules on COI and V&E have been developed for employees and for manager/supervisors, and an implementation plan is in development.
• Training modules for specific communities, such as the inspectorate and laboratory staff, are in development.
• Management information sessions on the COI Policy have been developed and piloted.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

The target time frame for full implementation of training resources that are already developed or in development is the fourth quarter of 2024/25. As a workplan for CFIA’s V&E program is finalized, specific timelines for additional training resources and activities will be established.  

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?

The CFIA anticipates a time frame of 6-12 months (January 2025 – June 2025) to complete further employee engagement sessions, and ensure comprehensive consultation with employees, bargaining agents, employment equity deserving groups and key stakeholders in order to ensure a thorough review and update of its Code of Conduct. The CFIA has several distinct functional communities, such as research science, inspection, policy, and international affairs with unique needs in the V&E space, in addition to its corporate and administrative functions. We will engage with all of these communities, as well as our Equity, Diversity and Inclusion networks and bargaining agents, to develop an up-to-date Code that addresses the varied issues and challenges our employees face in our ever evolving Agency and public sector environment. Input from our current and continued engagement on V&E will inform the review of our Code of Conduct.

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.

N/A

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

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

To date, CFIA branches have undertaken a variety of activities and actions to foster a conversation at all levels on personal accountability to uphold our public service V&E. Specifically, two Agency-wide engagement sessions were held in both official languages engaging over 975 employees. Focused engagement sessions for specific functional areas were also held by branch representatives, including; Digital Services Branch, Corporate Management Branch, Human Resources, Policy and Programs, Communications and Public Affairs, Science, Audit and Evaluation, International Affairs, Legal Services and Operations, resulting in a total of 23 branch-level sessions. All fostered rich, candid and open discussion that will greatly assist the Agency in planning its future V&E strategy. In the coming months, the Champion of V&E will be presenting at the next townhall for all employees. Additionally, the CFIA hosted various sessions on different topics including; Civility and Respect at the Directorate level; Emerging Technology; Surfacing differences in views between office/National Capital Region staff and Laboratory/Regional staff, and; other V&E related sessions. As a member of the Community of Federal Regulators, the Agency collaborated with Transport Canada and held interdepartmental engagement sessions with inspection staff at all levels. Additional activities that indicate that the CFIA fosters conversations at all levels include; discussing V&E during the performance management cycle and conducting functional reviews led by the Agency’s conflict resolution group. As a result of some of the sessions, functional areas have developed calls to action to have subsequent discussions on what can be done to bring the code to life within specific teams.  

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.

Recent engagement sessions hosted at the CFIA in Spring 2024 on V&E were crucial in driving our next steps and way forward in a manner that is relevant to employees and our current work environment. Fostering a conversation at all levels on personal accountability to uphold our public service V&E on a continuing basis is a key element of CFIA’s commitment to developing a forward plan.

The CFIA has undertaken actions to ensure that conversations on personal accountability to uphold our public service V&E occur on a continued basis. At the time of hire, employees are informed of the V&E Code for the Public Sector that they must adhere to which is identified in their letter or offer as a condition of employment. Onboarding binders or checklists for new hires and their managers include a review of the policies related to V&E (e.g., CFIA Mission, Vision and Values, Code of Conduct, COI Policy). These activities are reinforced when required and appropriate during performance management activities.

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 recurring themes emerged during conversations with employees during CFIA engagement sessions on V&E. Overall, CFIA employees expressed their appreciation for:

• the importance of V&E and having a Code of Conduct in the workplace;
• engagement sessions and having an open forum to share their honest opinions and experiences; and
• the opportunity for renewal of the CFIA code of conduct, as it provides excitement and hope for the future of the agency.

Employees highlighted the need for change, including:

• the importance of building trust and fostering culture change;
• conflicts of interest as a regulator and science based organization;
• interest and involvement in political issues and causes;
• addressing misalignment between personal and professional values;
• improving communication, support, training and information resources within CFIA for V&E; and
• adapting to emerging trends such as social media, artificial intelligence.

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 CFIA has yet to revise its learning activities to address themes that emerged during recent engagement on V&E; however, the Agency is committed to identifying deliverables as part of the development of a V&E workplan and has commenced discussions at the Senior Management Committee meetings. The Agency will establish an Ombuds function and office to assist employees in navigating CFIA’s existing V&E policies and administrative structures and processes.

Themes that have emerged prior to the recent engagement sessions have led the Agency to hold a session during CFIA’s Gender-Based Analysis Plus Week 2024 on how 2SLGBTQIA+ in Canada experience food insecurities.

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)?

Recent engagement sessions held Agency-wide and at the branch-level were particularly successful. Branches leveraged tools such as Microsoft (MS) Teams live polling, Sli.do and MS Forms as means to facilitate the discussions. Other actions and learning activities have been successful in fostering meaningful conversations. For example, in December 2022, the Agency launched CFIA Charter for Interacting at work which introduces CFIA principals and associated examples of behaviours guiding how we work together to foster a positive professional relationship and a safe and healthier workplace. Many branches have developed their own charters specific to their functions. A COI office was resourced, establishing an Informal Conflict Management System, and mechanisms for employees to communicate concerns on matters of harassment and wrong doing was also established. Monthly learning sessions have been held, leveraging the Employee Assistance Program, which cover a wide range of topics and have seen consistent participation. Case studies are used to identify decisions taken as part of day-to-day conversations to ensure employees are familiar, comfortable with and adhere to the code of V&E. New personnel undergo mandatory training such as “moving from bias to inclusion”. An extensive V&E learning toolkit, which includes role-play of realistic scenarios, has been successful in the past and is due for an update to continue supporting engagement. Furthermore, during recent branch-level engagement sessions, some branches opted to have non-executive moderators facilitate the session, creating an environment where employees feel free to express their views without the influence of executives, fostering open and unbiased discussions.

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 CFIA will use the Public Service Employee Survey (PSES) as an indicator to measure employee awareness of the role of V&E. The following additional measurement indicators have been identified by various CFIA branches:

• V&E training attendance rates;
• mandatory training completion rates;
• employee feedback from focus groups;
• feedback via engagement with union representatives;
• branch V&E climate surveys;
• participation in the Agriculture and Agri-Food Canada measure to launch an online survey and build an action plan based on emerging trends; and
• future engagement session / focus groups.

The PSES will have the ability to disaggregate data by identity factors, whereas branch specific measures may not. 

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)?

CFIA mentioned that V&E training should be mandatory across the board. Given organizational differences, training provided by organizations should be tailored and provide specific scenarios applicable to functional areas (e.g., Choose your own adventure options). CFIA employees raised questions about exploring the option of nuancing V&E codes for the core public service and agencies given discrepancies in function and roles and responsibilities. Although new employees are required to sign the V&E Code, CFIA highlighted the need for ongoing and mandatory discussions on V&E between managers and employees. Overall, the CFIA received good feedback on the V&E engagement sessions and confirmed employee interest in continuing these important discussions.