Office of the Public Sector Integrity Commissioner 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?

• 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 Office of the Public Sector Integrity Commissioner (PSIC) will develop specific organizational values and ethics training to complement the Canada School of Public Service training for all employees. Work will begin in fiscal year 2024/2025 for implementation in 2025/2026.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

The development of department-specific training will begin in fiscal year 2024/2025 for implementation in 2025/2026.

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.

Updates were made to align the code with the emerging context including the new hybrid work model implemented post pandemic, as well as to clarify expected behaviours including examples of behaviours to avoid for each of our seven organizational values.

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

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

N/A

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.

N/A

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?

Some themes touched on in discussions include: emerging technology (Artificial Intelligence in particular), potential conflicts of interest, and expected behaviours both within and outside of working hours.

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 consultation with all staff, we will be working on developing relevant scenarios and case studies to best illustrate values in action and to help encourage open discussions among employees.

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)?

There has been active participation, meaningful engagement in discussions, and positive feedback from employees when we incorporated interactive tools such as scenarios, slido questionnaires, and games such as our values and ethics jeopardy game in our all staff information sessions.

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)?

We take the Public Service Employee Survey results and do a comparative analysis, not only with the rest of the public service, but also with our past results. This information is shared with all staff and it informs the focus of future information sessions.

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