Prairies Economic Development 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?

Every division (e.g., Region and Branch) has hosted conversations at town halls, specifically spotlighting Values and Ethics in the public service. These were facilitated by a member of the Executive Management group with the support of Human Resources. These events included providing information about the Public Service Disclosure Protection Act, discussions on personal accountability in upholding public service values and ethics, and a discussion of case studies/scenarios to promote practical and meaningful dialogue. Our learning plan going forward includes general mandatory courses applicable to all and specific external and internal learning offerings to regional and branch staff.    

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

Prairies Economic Development Canada (PrairiesCan) is currently in the process of implementing department-specific training plans. The department has reviewed and is updating its code of conduct, which now includes new department-specific values. The department-specific training plans will be introduced when we implement the new PrairiesCan Code of Conduct this year. Learning plans will include mandatory Canada School of Public Service (CSPS) training on values and ethics and a mix of internal and external learning offerings to supplement the mandatory training. Currently, the department is consulting with internal stakeholders over the months of May and June, including our diversity network, our occupational health and safety policy committee, and our labour-management consultation committee, on the departmental code and plan. It is expected that the learning plan will be fully implemented in the latter half of the 2024-25 fiscal year. 

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.

Our Code of Conduct has been thoroughly reviewed and updated. The new PrairiesCan Code of Conduct replaces the thirteen-year-old Code for Western Economic Diversification Canada. In addition to updating roles and responsibilities, including the newly established Assistant Deputy Minister (ADM) Champion for Values and Ethics role, we have included organizational-specific values that complement the five Public Service values. We are calling this set of departmental values “The PrairiesCan Way.” We have also included examples of expected behaviours for each of the five Public Service Values. The new Code also includes sections on the duty of loyalty, news media and social media, boards of directors, security of information, access to information and privacy, and workplace health and safety. Overall, these updates to the Code of Conduct enhance its clarity and effectiveness and will ensure that it continues to be relevant as a consistent reference point and a practical tool for addressing values and ethics challenges. 

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.

Examples of activities that PrairiesCan has undertaken include:

• Several discussions at Executive Committee and other management meetings regarding values and ethics in the public service have been held to emphasize the critical importance of values and ethics.
• A presentation at a March 2024 all-staff President’s Town Hall from our ADM Champion on Values and Ethics, explaining to staff the importance of the topic and an overview of the department’s actions to date and plans.
• Over the last six months every PrairiesCan division has hosted town hall meetings with all staff to spotlight Values and Ethics in the public service. These were facilitated by a member of the Executive Management group with the support of the Human Resources. The format has been an introduction to the basic concepts (such as conflict of interest prevention, internal processes for the disclosure of wrongdoing, etc) followed by group scenario discussions focused on personal accountability in upholding public service values and ethics.
• The department hosted two sessions for all staff on political activities and a non-partisan public service in the fall of 2023. These were facilitated by Public Service Commission officials.
• The department offered an in-person session in spring 2024 on disclosure of wrongdoing and protections against reprisal. These were offered by the Office of the Public Sector Integrity Commissioner of Canada, and further sessions are planned for all-staff in 2024-25.

Examples of activities planned:

• Engagement and consultation sessions are scheduled in May and June 2024 with internal equity groups, employee groups, networks and communities.
• PrairiesCan will have its Corporate Communications team continue to offer social media training for staff that focuses on the values and ethics aspects of public commentary.
• The department is also examining the provision of information sessions, tools and/or training to staff related to artificial intelligence and other emerging technologies, which will focus on the public service values and ethics aspects of creating or adopting emerging technologies.
• Additional sessions from the Public Service Commission on political activities and non-partisanship. 

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.

Our onboarding process for new employees has been updated to specifically include training on public service values and ethics, and going forward, senior executives will attend orientation sessions to introduce the topic of values and ethics to new recruits. PrairiesCan will increase its monitoring and compliance regarding mandatory Values and Ethics training. Our Human Resources unit is also actively promoting the Canada School of the Public Service’s Values and Ethics Learning Path offerings into staff’s professional development and learning plans. During our annual performance discussions and documentation, employees are provided with basic refresher information about values and ethics obligations and are required to acknowledge their understanding that “compliance with the Values and Ethics Code for the Public Sector, the Policy on Conflict of Interest and Post-Employment, and the Code of Conduct is a condition of employment.”

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 following trends have been identified:

• Social media, including the freedom to comment on public policy;
• Public servants serving in an official capacity on boards of directors;
• Erosion of institutional trust among Canadians;
• Affirming the role of the public servant, both within the department and with partners who may not distinguish between partisan and non-partisan functions;
• Leveraging diverse perspectives (and skillfully navigating conflict) to better define problems and options for decision makers;
• Ethical leadership;
• Cultural practices and congruence or conflict with values and ethics Code (e.g. acceptance of gifts);
• Digital ethics, privacy and the use of artificial intelligence; and
• Hybrid work models and whether a minimum prescribed presence policy and verifications reflect our departmental values of trust and professionalism. 

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)?

The department will focus its mandatory and recommended learning activities on the aspects of values and ethics that are most relevant for our operating context and trends observed. We are also researching third-party subject matter experts who may be able to assist in certain areas and we will develop internal training or guidance (e.g. case studies) for staff when it is appropriate. 

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)?

In the past, our staff have responded very positively to in-house sessions about recourse options (e.g. demystifying grievances, staffing complaints, etc) and the role of informal conflict management services.

During our most recent rounds of values and ethics town hall discussions, feedback from staff has reinforced the importance of group discussion and storytelling from senior leaders. Several employees have commented on the positivity of hearing their senior executives share personal narratives related to public service values and ethics and ethical challenges they have faced in their careers. 

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 intend to rely on Public Service Employee Survey results to measure employee awareness and perceptions of values and ethics, including knowing where to go for help in resolving ethical dilemmas and whether senior managers in the department are leading by example in ethical behaviour. 

Question 12

Will these indicators be disaggregated by identity factors?

• Yes

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)?

CSPS Armchair discussions on values and ethics with the Clerk of the Privy Council as well as regional, in-person sessions with the Clerk or Deputy Clerk have been well received by our staff.