Crown-Indigenous Relations and Northern Affairs 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?

To complement the mandatory Values and Ethics (V&E) training for employees and managers provided by the Canada School of Public Service (CSPS), Crown Indigenous Relations and Northern Affairs Canada (CIRNAC) has developed the following departmental specific training:

• Applying V&E in the Workplace for Managers and Executives
• Applying V&E Training for Employees
• Social Media Use in the Workplace
• Sessions on the Public Servants Disclosure Protection Act (PSDPA) and Legal Assistance and Indemnification available upon request

Our core in-house developed V&E training (“Applying Values and Ethics in the Workplace”) has been developed to support engagement on and the employees’ pragmatic use of the Public Sector’s V&E Code, as well as CIRNAC’s department-specific Code that was established in 2019. CIRNAC has been actively providing its in-house developed training to managers and employees at least 3 times per month. 

The training has been designed with a focus on real life scenarios faced by our employees. This training is interactive and focuses on issues that are most commonly faced in the department at large, as well as in specific sectors. CIRNAC has also provided customized V&E training focused on sector specific issues. In addition to the in-house developed V&E training, CIRNAC also created training for “Social Media Use” in 2021, with a focus on finding the balance between employees’ freedom of expression (as citizens) and the Duty of Loyalty (as public servants). 

As part of the renewed public service focus on the V&E dialogue launched by the Clerk and championed by the Deputy Clerk, CIRNAC placed a renewed focus on communicating and marketing the V&E training to help ensure all staff receive the training. In April 2024, CIRNAC’s senior management team took the departmental training together and used it as an opportunity to engage on V&E issues as a team.

CIRNAC has also launched a broad-based departmental engagement on V&E. The information gathered from the engagement sessions will be collected in a “What We Heard” report that will be shared with staff. This report will help inform CIRNAC’s path forward on V&E engagement and actions, including tailoring training and potentially creating supplemental training to ensure that our approach to training responds to our employees’ needs and the issues raised that warrant further discussion.

Going forward our goal is to embed V&E into our business and beyond. To accomplish this, one of our areas of focus will be to develop a V&E onboarding plan for new employees and provide opportunities for all employees and managers to renew their V&E training. 

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?

• 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.

Following the division of Aboriginal Affairs and Northern Development Canada (AANDC) into Crown-Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada, CIRNAC engaged broadly to update the V&E Code for AANDC to better align it with the mandate of the new department. 

The development of the updated code included broad engagement within the department including Sectors and Regions, employee networks, and the unions. Importantly, engagement also included Indigenous groups and Elders. CIRNAC’s updated V&E Code was formally approved in Fall 2019. 

CIRNAC’s V&E Code incorporates the V&E Code for the Public Sector and the Directive on Conflict of Interest, and integrates department-specific language under each of the five values. It reflects the culture, traditions and goals of both the public sector and the department while providing guidance on the expected behaviours and actions of its employees.

We are open to further updating our V&E code. The broad-based employee engagement we are undertaking will inform whether there is a need to make further adjustments and in what areas.

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)
• 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.

To ensure a broad based discussion, CIRNAC developed a Sector Engagement Toolbox to help foster a broad-based dialogue on V&E amongst employees at all levels. This tool is being used by managers to facilitate conversations with employees on V&E in order to identify themes and trends throughout the organization. In addition, in March 2024, CIRNAC launched an organization-wide engagement strategy, which includes “Values and Ethics – Your Voices” which are sessions facilitated by the Ombuds Office with departmental networks and communities, sector-based discussions led by sector heads, and regional based discussions led by the Associate Deputy Minister. To date, over 30 engagement sessions have been held.

From these engagement sessions and information gathered from the anonymous Pulse survey, CIRNAC will draft a “What we Heard” report that will be shared with staff. This report will inform CIRNAC’s path forward on V&E engagement and actions, including tailoring training and potentially creating supplemental training to ensure that our approach to training responds to our employees’ needs and the issues raised that warrant further discussion.

Engagement on V&E activities will continue throughout the year and beyond. As commitments are made as part of an action plan, CIRNAC has committed to conducting a follow-up internal audit to ensure that we “walk the talk” and implement our action plan. Our goal is to ensure that the dialogue on Values and Ethics continues and the initiatives are embedded into our operations and ultimately our culture.

Dedicated discussions at executive and management committee meetings:

• V&E Steering Committee (Associate Deputy Minister, Assistant Deputy Ministers (ADM), V&E Champion, V&E advisors and Ombuds)
• V&E Presentations at CIRNAC Senior Operations Circle
• V&E training delivered to Senior Management tables

All-staff engagements (e.g., town halls):

• Monthly Deputy Minister (DM) updates to all employees at DM News
• Champions messages to All-Staff on V&E (promotion of V&E initiatives)
• DMs’ emails on Return to Workplace (RTW) and the V&E implications (i.e., workplace etiquette)
• Anonymous organization-wide Pulse Survey to gain baseline understanding of CIRNAC staff's perceptions/engagement with the Public Sector Values and Ethics Code.
• Planned All-staff engagement session - Panel Discussion

Focused engagement sessions for specific functional areas (e.g., EX community, operations, finance, communications, policy, human resources):

• V&E team provides presentations and training to specific sectors based on their needs
• Ombuds office conducting “Values and Ethics – Your Voices” engagement sessions with various networks and regional offices
• Associate DM led V&E engagements in regional offices – Yellowknife, Vancouver and Whitehorse to date, Iqaluit planned in July
• Associate DM led V&E engagements with the EX network
• Sector Engagement Toolbox developed to support ADMs and Senior Management engage in a constructive dialogue with their employees on V&E issues

Focused engagement sessions on specific topics (e.g., conflicts of interest, social media, emerging technologies).

To date, the engagement sessions have been broad based and focused on encouraging employees to add their voice on their issues. Following the “Your Voices” engagement sessions and Sector Engagement dialogue, engagement sessions will be focus on the V&E issues that surfaced most from those sessions.

Training efforts, however, do focus on specific topics such as social media use and conflict of interest.

Integration with Clerk’s Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service (Engagement sessions with equity groups, employee groups, networks and communities).

The broad ranging engagement have had focused sessions with the employee networks, including equity groups. Representation within focused sessions has been strong and discussions have included the link between systemic discrimination/racism and Public Service values. In addition, 2 safe space engagement sessions targeted Black employees and 2 more for Indigenous employees.

Themes shared during the safe space engagement sessions are informing the Call to Action Strategy and associated actions over the next fiscal year. These themes have informed messaging from the Deputy Ministers and will impact messaging and engagement events throughout the fiscal year.

Finally, the new Diversity, Equity and Anti-Racism Secretariat has launched a pulse check based on the V&E pulse check that targets staff perceptions of the Clerk’s Call To Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service. Results of these two pulse checks will be aggregated to form a whole picture of staff’s perceptions of both Values and Ethics and Equity, Diversity, Inclusion and Anti-Racism as these two subjects are intrinsically linked.

The approach has been to hold very open engagement with senior management leadership as well as holding safe space engagements led by the Ombuds Office team. This multi-modal approach is intended to ensure there is both transparent and open discussions with leadership demonstrated from the top as well as confidential small group discussions.

Specific values and ethics communications campaigns:

• Communications considerations have been an important part of engagement with employees on V&E
• Message from the Deputy Minister’s communicated the launch of the departmental dialogue on V&E and mapped out the path ahead
• To celebrate the 11th anniversary of the Values and Ethics Code for the Public Sector, a pop-up initiative was developed for employees to promote a healthy and safe working environment, which had employees participate in a short quiz on the V&E Code upon sign in
• V&E Champions message to promote A Conversation with John Hannaford on Values and Ethics event
• V&E Champions message/contest to promote Global Ethics Day
• Message from the Ombuds to all staff launching “Your Voices” engagement
• Frequent messages in the employees weekly newsletters to promote V&E training

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.

Yes, the V&E initiative within CIRNAC has been communicated to staff as a long-term dialogue and a commitment to follow-through. To ensure accountability flows from all levels, CIRNAC has committed to conducting an audit to assess the level of follow-through from the V&E action plan that will be developed. Performance Management Agreements at all levels within CIRNAC will incorporate commitments to cultivate a values-based culture.

Included as part of the onboarding process for new employees:

• All letter of offers and Performance Management Agreements indicate that Public Service of Canada employees are required to adhere, as part of their terms and conditions of employment, to the CIRNAC’s Values and Ethics Code, the new Directive on Conflict of Interest, as well as the Values and Ethics Code for the Public Sector.
• All letters of offer also indicate that employees should complete a Confidential Report within 60 days of their initial appointment and submit it to the V&E team. All employees will also be required to review their responsibilities under the Code annually, and/or if their circumstances change, and submit a new Confidential Report if necessary. Advisors within the V&E team support employees and managers determine if they are in a real, apparent or potential conflict of interest and develop mitigation measures if necessary.

Incorporated in employees’ professional development and mandatory learning plans:

• Frequent communications regarding the employees’ obligations to complete the CSPS mandatory training Values and Ethics Foundations for Employees (FON301) 
• Information available on the Intranet on the above noted training used as a pre-requisite for our in-house training

Integrated in career succession planning (e.g., supervisor, manager, director):

• Frequent communications regarding Managers obligations to complete the CSPS mandatory training Values and Ethics Foundations for Managers (FON302)
• Information available on the Intranet on the above noted training used as a pre-requisite for our In-house training 

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?

Initial results from the engagement sessions and the V&E Pulse Survey indicate that integrity, respect and transparency are top of mind themes for staff. Respect between each other and equal application of the Code at all levels have also been raised as important issues. Engagement with staff is still early and we anticipate additional themes will be uncovered as the dialogue continues throughout 2024-25.

The more recent dialogue builds on awareness of themes such as social media use and conflicts of interest. 

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)?

Social Media Use training sessions were developed in 2021 to support employees find the appropriate balance between exercising their freedom of expression (as citizens), and their Duty of Loyalty (as public servants). The training focuses on providing practical advice.

CIRNAC offers more customized training to meet specific needs. For example, training was developed and delivered to negotiators that focused on particular conflict of interest challenges they may face (e.g., gifts and hospitality).

It is anticipated that additional themes will emerge as V&E engagement continues within the organization. This information will be useful to tailor CIRNAC’s training, outreach and other potential initiatives to integrate V&E within the organization in more comprehensive ways.

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 “Your Voices” engagement sessions have been successful on creating open dialogue on V&E throughout the organization. These sessions have been organized to engage several different “slices” of the organization from sectors and regions to employee networks and open invitation forums. Sessions have also been organized to ensure that some sessions have senior leadership engaged and others are more safe space conversations led by the Ombuds Office. The informal but structured nature conversations are also leading to positive engagement on a broader suite of issues from office accommodation to work load.

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)?

CIRNAC will use a number of different assessment tools to measure employees’ level of awareness. To baseline the level of awareness, CIRNAC conducted an anonymous V&E Pulse Survey. CIRNAC plans to conduct follow-up Pulse Surveys to assess shifts in awareness levels.

Themes emerging from engagement sessions with staff are also being noted, as well as participants’ feedback is being collected – over time, this will provide useful information on employees’ engagement on V&E principles.

At the end of phase 1 of engagement, CIRNAC will develop a “What We Heard” Report, which will serve as a useful baseline to measure progress over time.

PSES results will also be used as a tool to identify employees’ perspective on the V&E Code and related issues.

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)?

Values are at the core of our everyday work to advance reconciliation and the evolving Crown-Indigenous relationship – redressing past wrongs and working with First Nation, Inuit and Metis partners in advancing Self-determination. CIRNAC is committed to ensuring that the dialogue on V&E helps to solidify the department as a values-based organization that supports our culture, customs, behaviours and goals. The following highlights and provides additional context that demonstrates how we are embedding Values and Ethics in the work that is undertaken at CIRNAC.

As CIRNAC manages its human resources branch transformation and reorganization and finalizes its new organizational structure, branch leaders are utilizing the Code to guide the change management process, ensuring respect for people and integrity in decision-making.

CIRNAC will also continue to support employees as we move to new temporary office spaces. The department acknowledges the significant challenge and upheaval this creates for employees and will strive to create workplaces that more effectively fosters collaboration and a sense of belonging.

CIRNAC, like other federal departments is faced with fiscal restraint, which increases pressure on investment decisions and day-to-day management decisions. CIRNAC will work to balance financial pressures to ensure that we can embody our values and continue to work in true partnership with Indigenous partners.