Canadian Space 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 training plan is under continuous development at the Canadian Space Agency (CSA) and the trainings in values and ethics (V&E) that are currently being used are those of the Canada School of Public Service. The courses FON 301 and FON 302 are included in the list of mandatory courses in the learning path for all employees and for supervisors of the CSA. We plan to integrate the new training courses from the Canada School of Public Service into our organizational plan (scheduled for the fall). In the coming year, we also plan to enhance our offered trainings by taking into account feedback from internal discussion workshops.

The CSA has developed a discussion and awareness plan on values and ethics. This plan will be part of the ministerial training on the subject. For more details, see question 6 in phase 3 of our awareness plan.

Customized tools accompanying the Organizational Values and Ethics Code have been developed to support CSA employee training in values and ethics (such as the creation of three one-pager fact sheets).

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

Currently and as described in the answer to question 1, the training courses used at the CSA are those of the Canada School of Public Service. A review of the organizational training strategy and the implementation of the discussion and awareness plan is ongoing throughout the coming year, and which is an integral part of the training plan, beginning in April 2024.

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?

Following an extensive consultation exercise, the CSA undertook and completed a comprehensive review of its Organizational Values and Ethics Code. The updated Code was launched within the organization on April 18, 2024.

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.

Numerous updates have been made to the Organizational Code:

• Complete revision of the document and the integration of its information.
• Merging of the CSA's own values and the values of the public service to preserve the 5 of the public sector, with the goal of uniformity and greater ease of consultation and application.
• Addition of lots of contextually relevant information, such as information on the use of social media and scientific integrity.
• Addition of a complete and detailed chapter on the application of the Directive on Conflict of Interest.
• Addition of a chapter on Disclosure of Wrongdoing.

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)
• 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 release of the revised Organizational Code was the starting point for a major dialogue within the CSA on values and ethics. This will be accompanied by a year-long campaign of awareness and widespread discussion, with 3 phases:

Phase 1: Launch code (Spring 2024):

• Launch email sent to all employees by the President and Vice-Presidents.
• Promotion of the new Code on the main intranet home page (scrolling carousel covering 6 themes), planned to continue for several weeks/months.
• “Did you know” capsules broadcasted on internal screens.
• Complete revamp of the Values and Ethics intranet page.
• Mandatory discussion session on values and ethics and the new Code for all directors in the organization, including senior management.
• Second mandatory discussion session for all managers on values and ethics, about the publication of the new Code, the public sector values and the implementation of these values in their day-to-day working environment.

Phase 2: Expected behaviours (Fall 2024):

• Discussion panel planned for all CSA employees.
• Capsules on the 5 values. They will be distributed by email, on the intranet and on internal screens. Each capsule will address a realistic fictional situation related to the value presented and in the working context of CSA employees.

Phase 3: Directive on Conflict of Interest (Winter 2024-2025):

• Podcast to discuss conflicts of interest, in questions and answers format, with the participation of the senior official responsible for Values and Ethics and the V&E Champion. This activity will be promoted by email, on the intranet and on internal screens.

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.

In relation to the onboarding process, when hiring new employees, supervisors are expected to discuss values and ethics in the public service with each new employee. Supervisors also ensure that their new employees have taken the values and ethics training.

As part of the onboarding process for new students, live questions and answers sessions are organized every session. The values and ethics team participates in the panel as a resource person on a recurring basis. The aim is to raise awareness and equip students with the tools they need, as well as to answer any questions they may have at the start of their employment.

Discussions on values and ethics take place between each supervisor and their employees throughout the year, particularly during the three annual performance management phases (beginning of year, mid-year and end of year), in order to establish the learning and development plan, as well as the talent management plan, if applicable. Managers and supervisors benefit from the support of the Performance Management team if they have any questions, both at information sessions organized for them and at any time during the year.

As part of the performance management processes, an objective on the need to cultivate a values-based culture has been added to the mandatory objectives for managers and supervisors. These include performance indicators such as: enabling employees to have an open dialogue on values and ethical issues and recognizing the importance of understanding and taking into account the organization's values during recruitment, promotion and recognition processes.

At the same time, within the organization, discussions are taking place in relation to the succession plan, and actions integrating aspects relating to values and ethics are planned.

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?

To be determined following team discussions.

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)?

To be determined following team discussions.

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)?

To be determined following team 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)?

An internal survey will be sent out to all employees at the end of phase 1 of the implementation and publication of the new Code.

The Public Service Employee Survey is also a tool analyzed and used by the team.

The CSA expects to receive feedback from directors and managers following the conversations they will have with their employees.

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