Canadian Radio-television and Telecommunications Commission

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?

For the first few months of 2024, the Canadian Radio-television and Telecommunications Commission (CRTC) placed a significant emphasis on having conversations with employees at all levels and with our Governor in Council (GIC)-appointed Commissioners about values and ethics as the first step in advancing Values and Ethics (V&E) across the organization. This was instrumental in bringing employees and Commissioners into the discussion and allowing them to shape conversations and identify where we need to collectively advance.

Discussions have taken place at the divisional level, across functional communities and with the CRTC Inclusion and Diversity Committee. Additionally, the Secretary General and the Senior Official for V&E and for Disclosure of Wrongdoing recently held an open discussion on V&E with all new public service employees hired since 2020 to provide them with a solid foundation of the expectations of public servants.

Feedback from these discussions will help develop and refine the CRTC’s departmental plan, identify differences in sector needs, and help divisions specify the areas of focus for their individual plans. All portions of the departmental and divisional level plans will be developed by Fall 2024.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

As outlined above, the initial focus of the CRTC’s work on V&E has been to have active conversations with employees and Commissioners to shape the way forward. This was an instrumental first step in positioning the discussion about the public service in today’s modern age.

These conversations reinforced our existing department-specific training related to V&E, which include:

• Canada School of Public Service (CSPS) V&E Learning Path foundational learning ‒ Values and Ethics Foundations for Employees, for Managers and “Who We Work For”;
• Authority delegation training; and
• Prevention of harassment and violence training (both CSPS and departmental).

Activities will continue in Fall 2024 with a Town Hall and a series of briefings for new employees. A fulsome review of the CRTC training plan (including onboarding and off-boarding) will be completed by the end of fiscal year 2024-2025.

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?

The CRTC recently reviewed its Code of Conduct in summer 2023 and will examine its updates in light of recent conversations with employees and Commissioners, as well as the results of the Deputy Minister’s Task Team on Values and Ethics Report. 

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.
• 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.

Updates to the CRTC Code of Conduct included clarifying: the application of post-employment limitations; expected behaviours linked to participation in contests, draws, broadcasted events; and personal investments linked to the industry that the CRTC regulates. Other updates linked to inclusion and accessibility were also identified.

In light of conversations held over the past few months, the CRTC will re-examine the Code for opportunities to be more concise and accessible, and to reflect how we leverage and integrate artificial intelligence (AI). We will also see how we can build a stronger link to well-being and inclusion. Outside of the code itself, the CRTC will explore how it can create tools for employees that give them concrete examples of what acceptable social media use looks like, as well as instances of conflict of interest and how to appropriately navigate them. 

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.

At the CRTC, our focus has been on having conversations across all divisions, functional communities, and segments of the organization. This also included a formal presentation on V&E to our nine GIC-appointed Commissioners at our most recent Full Commission Meeting.

Discussions have taken place at the divisional level, across functional communities and with the CRTC Inclusion and Diversity Committee. Additionally, the Secretary General and the Senior Official for V&E and for Disclosure of Wrongdoing recently held an open discussion on V&E with all new public service employees hired since 2020 to provide them with a solid foundation of the expectations of public servants. A presentation on organizational plans related to V&E was made to senior executives in Spring 2024.

In keeping with already established practices, communications were sent to all employees in early 2024 regarding the disclosure of wrongdoing process and conflict of interest responsibilities.

An all-staff session is planned for Fall 2024 and will address how the CRTC context relates to the Deputy Ministers’ Task Team on Values and Ethics Report.

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.

The CRTC is actively reviewing its V&E training plan, including the onboarding process for new employees. The first onboarding presentations of this type are planned for Fall 2024 and will be scheduled twice yearly going forward. Presentation materials will be available on the CRTC’s internal website for all staff and Commissioners to consult.

V&E and specific accountability measures have been integrated into the 2024-2025 executive cadre performance cycle. All senior executives briefed their management teams and will ensure that performance measures are discussed with their teams.

The foundational learning, authority delegation, and prevention of harassment and violence portions of the CSPS’s V&E Learning Path are all included in the organization’s mandatory training list. Participation in V&E discussions will be tracked from the divisional level up, with results shared with executives for mid-year and year-end performance discussions.

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?

Feedback from discussions at various levels, from small to large groups, included a wide range of topics, both internal and external to the organization. The top three topics retained for further development and discussion were artificial intelligence, conflict of interest and social media use.

The discussions were well received with requests for additional sessions, including a Town Hall and onboarding sessions for new staff. 

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)?

As outlined above, the CRTC placed priority on engaging employees to identify key themes and the unique needs of the organization as an independent, quasi-judicial administrative tribunal.

It continued to advance its series of expert speakers in the realm of civility and inclusion. For example:

• Landmark event for Black History Month with Olympic Champion Bruny Surin.
• Event with Andrea Menard, influential lawyer and Métis legal scholar.
• Neurodiversity Awareness event featuring Sancho Angulo, highlighting inclusivity in the workplace.
• Black History Month flagship event with Sarah Onyango.
• Two International Women’s Day panels featuring eight diverse colleagues.
• Presentation by the CRTC’s Reconciliation Circle with Risa Schwartz focused on Indigenous international law.
• Virtual panel discussions for Canadian Jewish Heritage Month with Dany Meloul and Commissioner Bram Abramson.
• Virtual event for Asian Heritage Month with Daniel Quan-Watson, retired former Federal Deputy Minister.

The CRTC will examine further speakers and training in the realm of artificial intelligence, conflict of interest and responsible social media use. Additionally, it will be reviewing its onboarding program and refreshing its mandatory training. 

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)?

Inviting employees to take part in the conversation and allowing them to share their perspectives before introducing interventions was instrumental for advancing V&E at the CRTC. This created a sense of understanding and engagement across the organization, which will facilitate the introduction of new tools and training in this space. 

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 Public Service Employee Survey will serve as a key indicator. This will be coupled with more focused questions through the CRTC’s internal Introspect survey and from periodic pulse surveys, as required. Feedback gathered at division, sector, and all-staff discussions and other employee engagement activities will also help highlight emerging topics of discussion.

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)?

As an independent, quasi-judicial administrative tribunal, the CRTC can contribute a unique perspective to V&E conversations across the public service. It will continue its participation in the Canadian Digital Regulators Forum, which can serve as a forum for future V&E discussions, and as a platform for a future speaker series on emerging trends.