Canadian Intergovernmental Conference Secretariat

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?

N/A

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?

• 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?

September 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.

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
• 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 Performance Management Framework incorporates the values and ethics relevant to procurement functional specialists. The Canadian Intergovernmental Conference Secretariat (CICS) employees who are Chartered Professional Accountants are now up to date on their requirements regarding the number of hours related to values and ethics.

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 onboarding procedures for all new employees, managers now engage in discussions regarding the Values and Ethics Code for the Public Sector and the CICS Code of Conduct.

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?

Recently, there haven't been any all-staff meetings where discussions on values and ethics have been initiated. Instead, ad-hoc and spontaneous discussions have taken place during informal gatherings with employees. These matters and themes have yet to be deliberated upon by the executive committee.

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)?

CICS will soon start the process of assessing interest among employees through formal meetings and surveys, with the intention of providing upcoming values and ethics sessions tailored to align with their suggestions and requirements.

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 mental health sessions for all staff have been successful thus far, boasting a high participation rate, including involvement from executive members. A comparable approach is now under consideration for sessions focused on emerging themes in 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)?

CICS will certainly utilize the Public Service Employee Survey and may also consider employing pulse surveys, as they have been utilized previously.

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)?

As CICS mandates that all employees complete the Canada School of Public Service’s courses, including Values and Ethics Foundations for Employees (FON301) and for managers, Values and Ethics Foundations for Managers (FON302), it is crucial that these courses remain updated and relevant to address emerging themes.