Immigration and Refugee Board 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?

• No

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

Our organization continues to implement training plans.

Mandatory training remains the one offered by the Canada School of Public Service, for employees and supervisors.

In addition to information sessions for members and employees, the Immigration and Refugee Board of Canada has developed supplementary training on values ​​and ethics.

The pilot training was offered in November 2023, the first formal training in February 2024, as well as a second session in May 2024. This training will be offered four times a year and all employees of the organization will have access to it.

In terms of self-paced training, we are planning a virtual publication on the importance of values ​​and ethics by the end of the year, then occasional reminders.

We plan to design, by the end of the summer, a self-assessment tool relating to conflict of interest questions.

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?

The Immigration and Refugee Board of Canada has two specific codes of conduct.

The first code is a Code of Conduct for Members of the Immigration and Refugee Board of Canada. The current review is taking place as a priority.

Regarding the Code of Conduct for employees of the Immigration and Refugee Board of Canada, the review will take place subsequently so that the organization ca be aligned with what might be presented by the Treasury Board Secretariat and on the work that will be carried out by other departments and public sector organizations.

We plan to begin work on the Code of Conduct for Employees of the Immigration and Refugee Board of Canada in the fall of 2024 and to have completed the full revision by March 31, 2025.

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.

The Immigration and Refugee Board of Canada is in the process of updating its Codes of Conduct.

Work has begun on the Code of Conduct for Members of the Immigration and Refugee Board of Canada. Several changes are planned regarding the revision of our current code of ethics for members.

Specifically, the review aims to:

• Make the code more effective, concise, and more representative of the obligations and expectations of members.
• Remove redundancies that exist inside and outside of the code.
• Emphasize the use of clear and simple language throughout the code. 

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 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

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

Here are some additional details on activities undertaken by the Immigration and Refugee Board of Canada in relation to discussions of personal responsibility with respect to respecting the values ​​and ethics of the public service.

Occasional activities:

• May 2024 - Discussion with senior management on the IRB Post-employment Directive as well as the Code of Conduct for IRB members.
• April 2024 - Invitation to learn more about values, ethics, and conflicts of interest with announcement of 4 training courses.
• December 2023 - Sharing the values ​​and ethics report.
• September 2023 - Message from the Clerk of the Privy Council on Values ​​and Ethics, sent to all employees.

On an ongoing basis:

• Presentations to new cohorts of members.
• Presentations to the management teams of the different divisions.
• Employee onboarding program referring to the values ​​and ethics and training of the Canada School of Public Service, which is mandatory for all new employees.

To implement:

• Discussion sessions on specific topics related to values ​​and ethics.
• Tool to facilitate discussion on values ​​and ethics as part of the performance management process.
• Consultations with key stakeholder groups.
• Annual information technology (IT) reminder aimed at encouraging employees of their responsibility and encouraging their commitment 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.

The Immigration and Refugee Board of Canada has taken steps to ensure that conversations about personal responsibility regarding the respect of the values ​​and ethics of the public service take place on an ongoing basis.

In particular, we collaborated with the learning team so that values ​​and ethics were addressed in the employee welcome and orientation guide.

Upon arrival on the job, all employees are required to complete mandatory training at the Canada School of Public Service. The same goes for all employees who move into a supervisory or management position.

Values ​​and ethics should be discussed between managers, supervisors, and employees annually, as part of the performance management process. In particular, we have developed a tool for managers to align discussions related to values ​​and ethics with the performance management cycle.

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?

Across the Immigration and Refugee Board of Canada, several recurring themes emerge from discussions when the Office of the Ombudsman engages with employees and management teams on values ​​and of ethics.

Recurring themes are: social media, outside activities, outside employment, property and assets, donations and social involvement during global disasters or war, exercising influence (e.g. when sharing curriculum vitae) and acceptance of gifts or benefits.

Regarding social media, employees are asking for clearer instructions, factoring in the right to express themselves in a context where they do not have the intention or the impression of casting doubt on their ability to perform their duties effectively and objectively. They remind us that freedom of expression is a key value of Canadian democracy and seek a fair balance in the interpretations of the directives. Questions are also being raised about the use of artificial intelligence in the workplace.

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)?

Conflicts of interest affecting external activities, external employment and assets were among the most recurring themes which require continued support from our Office.

We have revised our Values ​​and Ethics training to give employees all the tools to better fulfill their obligations to disclose real, potential, or apparent conflict situations.

So far, employees seem to find this new format very useful and enlightening.

We also revised the Office of the Ombudsman's information session for new members of the Immigration and Refugee Board of Canada to provide relevant information on values ​​and ethics, codes of conduct, in addition to basic information covering the services offered by our office.

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 new training approach seems to equip employees to have discussions in this regard. In addition, the participants are excited and are committed to promoting the training to their peers.

We plan to offer new tools during the next fiscal year, which are inspired by the same approach.

We also wish to hold occasional discussion sessions on various topics related to 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)?

The indicators that will be used to measure the level of employee awareness regarding the role of values ​​and ethics in their daily work are as follows:

• The Public Service Employee Survey.
• Discussions with management and employees.
• New key performance indicators, associated with values ​​and ethics. 

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)?

Due to the nature of our work as an administrative tribunal, we must be above reproach in everything we do, and this requires a strong values-driven and ethical culture.

Ideally, with regard to everything related to the values ​​and ethics program, we must ensure that we conduct consultations, discussions, offer information and tools to employees so that they can properly complete their obligations and understand their responsibilities in terms of values ​​and ethics.