Parks 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?

• 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.

In 2023, Parks Canada reviewed and updated its Values and Ethics Code. The first main update to the Parks Canada Values and Ethics Code was the addition of a new core value for equity, diversity and inclusion. The addition reads as follows:

Equity, diversity and inclusion

Being a successful and innovative agency is rooted in our ability to create inclusive spaces where staff and visitors with a variety of perspectives and experiences feel a sense of belonging. This also means providing fair and equitable access to opportunities for under-represented people including Black, Indigenous, people of colour, the Two Spirit, lesbian, gay, bisexual, transgender, queer+ (2SLGBTQ+) community, and people living with disabilities.

• We create and foster a supportive work environment that proactively seeks out, welcomes, respects, builds trust, and values diversity with respect to gender identity and expression, age, ancestry and cultural identity or background, physical abilities or mental health.
• We ensure that people from equity-seeking groups with a diversity of lived experiences have equal opportunities to contribute to and influence decisions and access to career development, advancement and other opportunities.
• We address racist, biased, and discriminatory behaviour, practices and systemic barriers in the workplace through daily actions and tangible support, allyship, mandatory trainings, engagement and collaboration at all levels of the Agency.
• Collaboration with Indigenous peoples is fundamental to the well-being of protected heritage. Connection to ancestral territories and homelands is fundamental to the well-being of Indigenous cultures and communities. We work in partnership with the Elders, the people and leadership of First Nations, Inuit and Métis communities and commit to acknowledging our past and ensure that our path of reconciliation is one that we undertake with respect and humility. We are committed to the Truth and Reconciliation Commission’s Calls to Action.

The second major change was the addition of expected behaviours for each core value in order to clarify what is expected of 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?    

• Engagement sessions with equity groups, employee groups, networks and communities
• Specific values and ethics communications campaigns

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

• The Parks Canada "Living our Values" training is being updated and features case scenarios aimed at fostering meaningful discussions on how we, as public servants, uphold our values and ethics in our daily work and as an agency as a whole. The training is mandatory for all employees and will be rolled out in the Fall.  
• The Harassment and Violence Prevention in the workplace training now includes as the first module our Living our Values training which includes a clarification of roles and responsibilities of federal employees, an overview of conflicts of interest, as well as scenarios on values and ethics for the practical application of concepts, thereby enhancing participants’ understanding and engagement. Over a hundred sessions have already been offered and additional training is scheduled by management units for the 2024 operational season, while others for National Office employees for Fall 2024
• Since January 2024, the President and Chief Executive Officer of Parks Canada has consistently included key messages regarding values and ethics in communication to all staff.
• Two co-champions of Values and Ethics have been appointed.
• A one-page summary containing the essential messages is being created for Vice Presidents and Field Unit Supervisors to use in all their communications and discussions.
• A values and ethics campaign has been launched consisting of monthly promotions on various topics related to values and ethics, as well as tools and resources provided by the Clerk, the School of Public Service of Canada, and Values and Ethics team.

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.

• As part of employee onboarding, it is mandatory to complete the Living our Values training.
• Completion of the Conflict of Interest report is mandatory within 60 days of signing the letter of offer. 

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 recurring themes for conflict of interest inquiries for the past three years consist of employee activities outside of the workplace such as volunteering for a board of directors, Indigenous government, non-profit organisations, additional external employment and external businesses.  We have also received inquiries regarding political activities such as becoming a candidate or supporting a candidate or government, as well as the use of social media.

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)?

With the values and ethics component integrated in the Harassment and Violence Prevention in the Workplace training, we received real time feedback from the field units through the facilitators and evaluation sheets. Therefore, we were able to adjust the training to meet the needs and reality of the field units based on the feedback, whilst continuing to deliver the training across Canada. Also, we have adapted the scenarios in the “Living our values” training to the realities of Parks Canada, in order for employees to easily relate to them in their everyday lives.

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)?

We have received feedback from employees and managers that integrating the Living our Values training with the Harassment and Violence Prevention has been very well received and provides an opportunity to make the Code of Values and Ethics very real. The scenarios discussed around the prevention of harassment and violence are better captured as they are linked back to the fundamental roles of public servants in upholding the code of values and ethics.

Offering the training in person, in group format, has been very well received because it has provided an opportunity to have facilitated conversations with teams on what to do when confronted with certain scenarios.

Having separate sessions with managers has also been very beneficial in order for them to work through how to manage certain situations when confronted with values and ethics and harassment and violence prevention situations in the workplace.

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)?

Indicators have not yet been developed.

Question 12

Will these indicators be disaggregated by identity factors?

No response submitted.

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