Correctional Service of Canada

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?

• 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?

N/A

Question 5

If your organization has completed the review of its code of conduct, did this review lead to updates?

• No, my organization has determined that its code of conduct does not require any updates.

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.

Correctional Service of Canada’s (CSC) Code of Conduct (Commissioner Directive 060) has existed for over four decades and has been updated numerous times. The last revision was completed in 2019 and it was determined that it continues to adequately capture all expected behaviours. The Code also describes the Standards of Professional Conduct that are expected of all CSC employees.

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)
• 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 following activities have occurred over the past few months:

• Team meetings and townhalls: 472 values and ethics discussions were held with over 7612 CSC employees during team meetings and townhalls using a hybrid, virtual and in-person format led for the most part by senior management (i.e., director level or higher).
• Senior leadership townhalls: CSC’s Deputy Minister and executives. Led by our Commissioner, two dialogue sessions in both official languages occurred with close to 90% of Executives across all regions and sectors.
• CSC Commissioner messages: The Commissioner sent two emails to all employees 1) Conflict of Interest, External Employment and Activities (including infographic), 2) Summary and link to Deputy Ministers’ Task Team on Values and Ethics Report and the Commissioner’s commitment to fostering a positive work environment which must include having continuous meaningful dialogue on 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
• Integrated in career succession planning (e.g., supervisor, manager, director)

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

• Learning sessions: CSC has various training sessions and modules that cover social media, conflicts of interest, values and ethics, and ethical considerations in training.
• Attestation reference tool: We developed a reference tool to facilitate discussions between managers and employees regarding values and ethics, CSC Code of Conduct and Treasury Board Secretariat Directive on Conflict of Interest at the outset of the performance management cycle (section E of the Public Service Performance Management Application).
• Guide on values and ethics: We created a guide entitled “Fostering Reflection and Dialogue on Values and Ethics in the Workplace” aimed at equipping managers and leaders with tools and ideas to nurture ongoing conversations across CSC.
• National Advisory Committee on Ethics (NACE): CSC has had a long-standing NACE. The Commissioner convenes quarterly meetings for this committee composed of external ethics advisors, senior executives and unions’ heads to reflect on issues related to organizational values and ethic. The intent is to provide advice and guidance on significant matters where a particular action, policy or direction is inconsistent with or contrary to CSC’s Values and Ethics Framework and the Values and Ethics Code for the Public Sector. 
• Ethical Risk Action Committee (ERAC): Created in May 2023, Assistant Deputy Ministers part of ERAC meet regularly to develop and put in place an action plan to address organizational ethical risks.
• Commissioner Directive (CD) 001: We are reviewing and updating CSC’s CD 001 Mission, Values and Ethics Framework that supports the integration of the mission and promotes an ethical organizational culture characterized by professional excellence.
• Standardized work objectives: In addition to the Treasury Board Secretariat’s work objectives, CSC has established standardized work objectives for all managers/supervisors outlining the expectation to effectively lead and engage employees in alignment with the CSC values and Standards of Professional Conduct. Standardized work objectives for employees encompass the expectation of demonstrating knowledge and modelling CSC values and Standards of Professional Conduct. 
• Guide on V&E: We are in the process of developing a comprehensive guide addressing conflict of interest during employment and post-employment along with decision-making steps for navigating ethical dilemmas.
• Performance management process: Managers have mandatory discussions with employees as part of the performance management process, specifically related to the core competencies.
• Onboarding: All new CSC employees have to complete an onboarding training which includes a session on values and ethics. 

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?

The following five themes emerged:

1. Training and awareness: Discussions have heightened awareness, yet there is a need for additional training and ongoing meaningful dialogues on the topic.
2. Diversity and inclusion: Continuous awareness of diversity and inclusion is vital, as they constitute genuine strengths and essential aspects of our workplace.
3. Accountability and respect: Reinforcing accountability and respect at all levels of the workplace is crucial, prompting reflection on our actions, such as the use of social media, understanding accountability and its impact, and the importance of appropriate usage.
4. Creating safe spaces: Establishing safe spaces for employees to openly discuss challenges related to ethics and values is paramount.
5. Hybrid work environment: This model poses some challenges for various groups. It impacts trust and team cohesiveness as well as work-life balance and well-being.  

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)?

Below are updates and adjustments to learning activities:

• Values and ethics training within the Correctional Officer Training Program (CTP) and for the New Employee Orientation Program (NEOP) was reviewed in fall 2023. The content was enhanced to incorporate content on conflict of interest, ethical risks, and ethical dilemmas.
• To improve the integration and assessment of values and ethics related behaviours and expectations, the evaluation guide currently used during the new correctional officer training program, including the Code of Conduct for recruits will be updated.
• The CSC Ethical Leadership Program (ELP) is being updated to include references to the areas of focus from the Deputy Ministers’ Task Team on Values and Ethics Report to the Clerk of the Privy Council. Additionally, it will include content on effective leadership in the current CSC, public service context, conflict of interest and social media usage.
• To further increase the promotion and visibility of values and ethics, regular communication activities will occur. This will include the development of new tools such as ethical decision-making aids and an infographic on resolving ethical dilemmas.
• The Office of Values and Ethics will provide expanded training and awareness on conflict of interest and ethical dilemmas.
• A training on the Use of Social Media was developed in 2021 in the Correctional Training Program. The same training has been provided to CSC trainers since 2022.
• CSC is also exploring the CSPS training entitled Navigating Social Media as a Public Servant in addition to the CSC 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)?

• The video from the Canada School of Public Service “Building a Strong Public Sector Through Values and Ethics” was valuable in fostering awareness of the Code for the Public Sector.
• Using Menti meter in dialogue sessions created an interactive, engaging and safe environment, as responses were provided anonymously.
• The CSC Values Statement has been used to develop values and ethics team charters. 

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)?

Public Service Employee Survey, Organizational Ombuds Annual Report, Office of Values and Ethics statistics, and the CSC Workplace Climate and Employee Wellbeing Report. 

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)?

CSC has completed its very first Audit of Culture to gain deeper insights, and enhance, its organizational culture. The Commissioner asked for this audit to better understand the challenges and opportunities of CSC’s various workplaces from coast to coast to coast. This audit, in addition to other data available from various surveys and Calls to Action, including employees’ feedback, will be relevant in this exercise to ensure that CSC is aligning its efforts and focusing on the right areas or improvements moving forward. The report was published in May 2024 and, as indicated in the published management response, some of the feedback has already been implemented. A stronger and healthier culture will safeguard employees’ well-being and public trust, while fostering innovation, collaboration and resiliency within CSC. 

In June 2022, CSC successfully concluded its Ethical Risk Assessment (ERA) initiative, marked by extensive engagement from employees, unions, and managers. This comprehensive endeavour identified national common risks across five key categories: Inherent risk, Values Conflict, Workplace Culture, Leadership/People Management, Fiscal Restraint/Change management. Responding to these identified risks, CSC established the Ethical Risk Action Committee (ERAC), comprising of senior leadership and labour partners. Currently, the Committee is actively engaged in assessing national risks to pinpoint high-priority concerns and formulate an action plan to address the most critical ethical challenges. Given that CSC is responsible for the care and custody of humans, employees have a duty of care necessitating a rigorous standard of ethical conduct. Decisions and actions must consistently align with CSC values and Public Service values. By proactively mitigating ethical risks and embedding values and ethics into daily decision-making processes, CSC aims to cultivate a healthier and more resilient work environment conducive to the well-being and success of all employees.

Following meetings between the Commissioner and the executive team, an emphasis was placed on facilitating a comprehensive dialogue on values and ethics across CSC. The Deputy Ministers' Values and Ethics Task Team toolkit was shared as a resource to guide this initiative. Consequently, dialogues on values and ethics have unfolded between leaders and employees throughout CSC.

Moreover, during sessions led by the Commissioner and attended by close to 90% of CSC executives, pivotal questions were posed to solicit key insights on strategies to nurture a more robust and values-based CSC culture. Input from participants will inform subsequent actions to be undertaken.