Canadian Institutes of Health Research

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 launch of the corporate commitments for 2024-25 at the Canadian Institutes of Health Research (CIHR) will include a focus to cultivate a values-based culture.  

In support this commitment, CIHR communicated to all staff the Values and Ethics Learning Path and Building a Strong Public Sector Through Values and Ethics courses from the Canada School of Public Service (CSPS).

The Executive Vice-President will host a values and ethics discussion with staff in-person and on-line before October 2024 in support of respectful and open exchanges with interested staff.  

In support of leadership development with a continued focus on values and ethics, executives will be asked to review available resources such as:

• Best Advice Executive Series – Deputy Minister Simon Kennedy (Ethics)
• Fireside Chat on Navigating Complexity, with John Hannaford
• A Conversation with John Hannaford on Values and Ethics
• How to Survive as an Executive, Season 2, Episode 4: Navigating Ethical Dilemmas, with Judith Brunet

Included in the mandatory training commitments for 2024-25 employees and managers will be required to complete by March 31, 2025:

• Values and Ethics Foundations for Employees or Managers

All CIHR employees will be able to review the values and ethics resources in advance of Branch-level discussions.

The CSPS Values and Ethics Discussion Toolkit and specific case studies will also be used to guide the discussions. These discussions will be held throughout the 2024-25 fiscal year. 

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 Human Resources Branch (HRB) is in the process of preparing the above-mentioned training plans at CIHR. The branch-level values and ethics discussions will be developed by the Human Resources Branch with additional case studies provided to each group.

The Human Resources Branch will leverage existing processes to integrate mandatory training into annual performance agreements. The ongoing engagement with employees through newsletters, all-staff emails, portfolio level meetings, internal governance and employee groups will continue to be the venues of choice to promote training, discussion and engagement on values and ethics.

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?

As a part of the modernization of foundational policies, procedures and tools at CIHR, in the summer of 2023 the CIHR Code of Conduct was identified to be reviewed. The CIHR Code of Conduct has been updated to clarify expected behaviour in the workplace and to align with the emerging context in the public sector.

To ensure the validity of the content, consultations have been engaged with different interest groups across the organization over the last few months.

The Indigenous Health Research team has also been engaged early in the development of the new Code of Conduct. This ensures the use of culturally appropriate terminology and dispositions have been used in the Code and the accompanying frequently asked questions (FAQ).

The Human Resources team will work closely with the senior management team to convey the importance of values and ethics at the CIHR. This includes well-communicated and supported recourse mechanisms.

As a next step, the CIHR Anti-Racism, Equity, Diversity, Inclusion and Accessibility (CAREDIA) Committee and the persons with disabilities group will be asked to review the Code and provide feedback.

Following these consultations, CIHR will be in the final stages of the review process. It is expected that the final version of the Code will be presented to the senior leadership committee for endorsement and then submitted to the President for final approval by the end of summer 2024. The launch of the new Code and its FAQ is expected to be implemented by September 2024. Information sessions to employees and managers will be scheduled later in the fall.

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.

The updated Code of Conduct (the Code) ensures that CIHR fulfills its obligations under the Public Servants Disclosure Protection Act (PSDPA), which requires an organizational code of conduct that is consistent with the Values and Ethics Code for the Public Sector (VECPS) be established and which reflects current guidance on ethical behaviour and decision-making in the context of day-to-day operations.

The updated Code includes a section on Standards of Workplace Conduct, which details behavioural expectations on topics such as respect and safety in the workplace, Duty of Loyalty and Communications (i.e., use of social media), consumption of intoxicants and smoking and vaping, proper information and technology management, and misuse or misappropriation of CIHR resources/assets (i.e., use of CIHR identification to obtain favours).

It is also clearly stated that non-compliance with the VECPS and the CIHR Code of Conduct, may lead to administrative and/or disciplinary measures being taken, up to and including termination of employment.

CIHR’s new Code makes links to conflict of interest and protection related to disclosure of wrongdoing, in addition to other important components to the overall support system for workplace conduct. The Code also refers to the CIHR Conflict-of-Interest Policy that contains specific provisions regarding conduct as it pertains to:

• Assets (personal)
• Outside employment or activities, and political activities
• Gifts, hospitality, and other benefits
• Avoidance of preferential treatment
• Grants and awards  

Further, the roles and responsibilities section has been expanded to include the Office for Conflict of Interest, the Senior Officer for Internal Disclosure of Wrongdoing (SOID), the Chief Financial Officer, the Chief Security Officer, and the Chief Information Officer. The revised section should be read in conjunction with expectations contained in the process for disclosure of wrongdoing at CIHR, as well as applicable policies and requirements related to human resources management.

A new section entitled Resolution of Conduct Issues or Concerns was added to help employees better understand that more than one mechanism is available to raise and resolve concerns about ethical conduct. This section also includes more information about how to submit complaints and what to expect.

The Office of the Ombuds for Small Federal Departments and Agencies has also been included in the Code as another resource for employees to seek support. All CIHR employees have access to the Ombuds services. 

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
• 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 the coming months, CIHR’s Executive Vice-President will be hosting two discussions (virtual and in the office) with members of the executive team on the importance of personal accountability to uphold our public service values and ethics.

CIHR’s Conflict of Interest (COI) Office regularly consults with executives and management about COI risk and included their feedback and insight in the recently conducted COI Risks Assessment exercise, in partnership with the Office of Internal Audit.

The COI team delivers information sessions concerning conflict of interest in the context of external engagements, as well as confidentiality as it relates to emerging technologies. The team also conducts interviews to gather feedback from various groups to ensure that relevant topics or identified COI risks are shared at the information sessions.

More recently, the COI Office initiated a discussion with various groups to enrich our understanding and gather additional insights on COI risks.

The COI Office also conducts a recurring annual COI declaration cycle, involving reviewing, recommending, and following up process for Governing Council (GC), Science Council (SC), and Advisory Committee members, and oversees an ongoing employee declaration process.

As leaders in the public service and research community – and as key decision-makers – CIHR executives are held to a higher standard of conduct. They are expected to uphold the highest ethical standards in all activities and decisions and protect the integrity and reputation of CIHR. As such, the COI Office developed a document titled Leading with Integrity, which consists of guidelines on COI prevention and management for CIHR executives. This document has been published on the CIHR intranet site.

From January to March 2024, CIHR delivered three-hour mandatory sessions to all employees and executives on workplace harassment and violence (WHV) prevention. These sessions focused on WHV and its impact, leadership best practices on how to address inappropriate behaviour, and the ethical behaviours needed to create a safe, respectful, and healthy workplace.

At the year-end performance management discussions with employees, all managers and executives are required to review and discuss the CIHR Code of Conduct, which references the Values and Ethics Code for the Public Sector, to ensure that it is well understood, including the consequences for non-compliance.

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

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

As part of the onboarding process at CIHR, all new executives are provided with a welcome email and package indicating milestones to achieve.

As another onboarding initiative, the labour relations team meets with newly hired members of the management team to share information about our services, values and ethics, informal and formal processes, and different recourse mechanisms at CIHR.

The COI Office also conducts onboarding sessions for all new Scientific Directors, Governing Council (GC) Chair and Vice-Chair annually, and some GC members, as needed. As well, Governance meets with all new members of GC as part of their onboarding.

As part of the Performance Management discussion at all levels, the Code of Conduct is indicated to be reviewed and discussed between delegated managers and employees to ensure understanding and compliance. The delegated manager must acknowledge that the discussion was had by checking the dedicated box. In addition, the CSPS Leadership Development Programs which lay the groundwork for a common public service culture based on shared values, ethics, and priorities are offered to new managers.

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 across the organization include emerging technologies such as Artificial Intelligence (AI), the role social media plays in our day-to-day work, and the importance of balancing personal and professional use of those various platforms.

Artificial intelligence and data driven technologies have introduced new ethical considerations, such as the use of personal health information, data privacy, and the impact of algorithmic decision-making on research integrity, for example. In response to this challenge, the COI Office is continuously refining and enhancing its training and awareness sessions to address these concerns, among others.

The widespread use of social media has blurred the lines between personal and professional lives, creating potential COI situations involving employees ’external or online engagements. In response, the COI Office recommends specialized training courses to address the ethical use of social media, to ensure that employees understand their responsibilities and maintain public trust.

The COI Office conducted a formal risk assessment which helped identify gaps in COI risk management measures. This provided guidance on future training and awareness activities, as well as valuable feedback on policies that require a potential review and refresh.

As well, the COI risk assessment identified additional areas that require further attention, including the dual roles and responsibilities, policy interpretation, and external engagements.

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 evolving landscape has reinforced the importance of training and awareness sessions, not only for new staff but for all employees, to ensure consistent understanding and application of COI principles aligned with CIHR’s values and ethics.

Training on values and ethics using case studies has been top of mind during consultation discussions across the agency. For this reason, scenarios will be developed to help employees understand and apply the values and ethics principles in everyday work situations.

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 labour relations (LR) team’s participation in the Interdepartmental Network on Values and Ethics (INVE) is essential to better understand how to navigate values and ethics in a work environment that is constantly changing. Exchanging ideas with colleagues from other departments and agencies provides important insight and solutions to the challenges that CIHR faces. As a result, CIHR is better equipped to provide guidance and coaching to managers as it relates to behavioural expectations and compliance within their teams.

In November 2023, the CIHR hosted a session called How to have a difficult conversation at work: Gaining the skills for respectful and nonviolent communication, which was facilitated by the Office of the Ombuds for Small Departments and Agencies. This practical session covered the use of effective and respectful communication in the workplace, including general tips.

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 COI Office maintains meticulous records of all incoming declarations, inquiries, and reported COI files. During the COI risk assessment exercise, the COI Office collected data from declarations and inquiries of the previous two years and conducted a thorough analysis to identify common themes.  

The findings revealed a notable increase in employee awareness regarding the need to declare potential conflicts of interest, as evidenced by the rising number of incoming declarations. Additionally, the data confirmed that CIHR's business inherently leads to COI situations concerning dual roles held by employees, which require ongoing mitigation measures. The analysis indicates that an increased number of individuals recognize the importance of seeking guidance on what constitutes a conflict of interest and the need to submit a declaration as a result.

The findings also indicated that the organization would benefit from tailored COI training and awareness sessions to address multiple topics, including policy interpretation.

In addition to the COI Office indicators above, the indicators below can be used to measure increased employee awareness of the role of values and ethics in their daily work.

• Results of the values and ethics in the Public Service Employee Survey;
• Completion rates of mandatory training on values and ethics and COI;
• Analysis of the pre- and post-training scores to gauge the improvements in understanding;
• Employee feedback to measure the organization’s commitment to values and ethics;
• Frequency of ethical breaches and COI incidents reported over a certain period; and
• Reduction/increase in COI declarations following practical values and ethics case studies/scenarios tailored to everyday workplace situations for learning purposes. 

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)?

In the coming months, we will be engaging with the following interest groups: CAREDIA, the CIHR Equity Strategy branch, and Persons with Disabilities Network. The purpose is to understand barriers and challenges and increase awareness and accountability for values and ethics in relation to the CIHR’s commitments on equity, diversity, and inclusion.

Over the last year, we partnered with our Communications Branch to share a variety of updates with employees in our employee newsletter. In particular, we encouraged employees to participate in the Survey on the Public Servants Disclosure Protection Act to help promote and enhance integrity within the federal public sector. We also showcased values and ethics updates from the Canada School of Public Service, including learning paths, online courses, and videos, and shared the Deputy Ministers’ Task Team’s Values and Ethics Report for the Clerk of the Privy Council.

The Human Resources Branch (HRB) developed a Political Activities intranet page to help employees and managers better understand the roles and responsibilities of public servants to uphold the non-partisan nature of the public service. In addition, we posted a related article titled: Your responsibility as a federal public service employee! in our staff newsletter.

The HRB team also reviewed the Disclosure of Wrongdoing process at CIHR and drafted the Integrity, Values, and Ethics intranet page. This page was designed to help employees understand their roles and responsibilities and provide guidance for behavioural expectations, as well as for the different recourse mechanisms available to report unethical behaviour. These initiatives will be launched this fiscal year. The HRB has also circulated information on respect and civility in the workplace and created step-by-step guides on how to have respectful conversations.

The COI Office is regularly developing strategies to proactively identify and address the risks of conflict of interest, including reviewing policies to reflect an evolving ethical landscape.

Finally, CIHR is committed to leading by example and demonstrating ethical behaviour in decision making, communication, and collaboration.