Office of the Procurement Ombudsman

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?

Office of the Procurement Ombud (OPO) utilizes training through the Canada School of Public Service (CSPS) and the learning management system, ALTO. All newly onboarded employees are required to complete Values and Ethics Foundations for Employees/Managers (depending on their role) through CSPS. 

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

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

Yes, Learning and Development Plans (LDPs) are completed for each employee which contains all mandatory courses.

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.

OPO’s Code of Values, Ethics and Professional Conduct is provided to all newly onboarded employees and is circulated on an annual basis to all 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)
• 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.

Conversations are held at every level on values and ethics from when an employee is being considered for employment, until after their departure. As public servants representing the Office of the Procurement Ombud, there are clear expectations to the level of integrity and professionalism that every team member must uphold. 

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.

In addition to the list above, senior management raises the topic of values and ethics at its strategic planning meetings as well as all-staff meetings to both highlight the importance and ensure that they remain top of mind.

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?

As evident by some of the Procurement Practice Reviews (PPRs) that our Office has conducted, there’s a need for the collection and retention of conflict of interest forms for all employees. Clearer/more frequent reminders are required of when employees must complete these forms or when to disclose any changes to their personal status. It would also be helpful to provide employees with whom to go to internally to report any wrong doing and to provide them with an overview of the Public Servants Disclosure Protection Act (PSDPA). 

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)?

In addition to the standard conflict of interest declaration, OPO has conflict of interest forms for PPRs, Reviews of Complaints (RoCs) and Alternative Dispute Resolutions (ADRs) to uphold OPO’s neutrality. 

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)?

OPO’s internal legal counsel is preparing to deliver a presentation to all-staff regarding conflict of interest.

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)?

OPO’s annual Employee Survey.

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