Privy Council Office

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?

At the Privy Council Office (PCO), training and education on values and ethics (V&E) takes place at multiple points:

1. As part of the PCO onboarding and new employee orientation session;
2. Through promotion of enterprise-wide initiatives, such as: encouraging staff to take V&E training through the Canada School of Public Service (CSPS); and
3. Through V&E training and discussions specific to the roles, responsibilities, and work of PCO across secretariats.

Looking forward, PCO will also be organizing dedicated V&E dialogue sessions, led by the PCO V&E Champions and subject matter experts, with PCO teams and employee networks. In addition, given PCO’s mandate and our central role in government transition, political activities sessions will be offered by the Public Service Commission for all PCO employees. PCO will also explore opportunities for employees to attend Question Period or Committee Appearances as additional learning opportunities that showcase the importance of our PCO values. As new learning opportunities and tools are developed, including in the context of the fall Symposium on values and ethics, PCO will continue to refresh and promote the latest complement of learning resources.   

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

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

PCO’s training plan currently includes the two required courses for V&E offered by the CSPS - Values and Ethics Foundations for Employees (FON301) and Who We Work For (FON304). PCO also offers to all employees political activities training sessions through the Public Service Commission. PCO will refine its departmental training plan following the fall Symposium on values and ethics and will continue to gather feedback from employees and managers on what training and resources are required. 

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?

PCO has completed a detailed review and has updated the V&E Code but will further update as enterprise-wide actions are advanced, including in the context of the fall Symposium on values and ethics. PCO has updated key areas of the Code to include guidance on social media, examples to support the five pillars and a section dedicated to employee code of conduct, known as duties and obligations. These changes have been made in consultation with unions and employees and we are leaving room for additional feedback on tough issues that require a government-wide approach (i.e., additional guidance on conflict of interest and social media). The goal of these changes is to provide PCO employees with direction on the impartial and unique non-partisan role they must maintain in all aspects of their work, including when working and interacting with Ministers’ and the Prime Minister’s Offices. It is paramount that PCO employees understand their obligations and where personal or professional affiliations could give rise to a potential, apparent or real conflict of interest.

The revised Code will be disseminated through all-staff communications (email and intranet) and interactive dialogue sessions with all staff where we invite a rich discussion and questions and answers session. 

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.

Our revised V&E Code will include a section on code of conduct with clear duties and obligations for all PCO employees. The code of conduct will give specific direction on the impartial and unique non-partisan role they must maintain in all aspects of their work, including when working and interacting with Ministers’ and the Prime Ministers’ Offices. It is paramount that PCO employees understand their obligations and where personal or professional affiliations could give rise to a potential, apparent or real conflict of interest.

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.

PCO has been leading a whole-of-government effort to renew the discussion on values and ethics, led by the Deputy Clerk and supported by the Public Service Renewal Secretariat. This work has involved broad and deep engagements across the federal public service and with other partners and influencers, coordination of reporting from Deputy Ministers and Deputy Heads on work within their organizations, a work plan on complementary enterprise-wide areas of concrete action on values and ethics, and planning for a fall Symposium on values and ethics.

Within PCO more specifically:

• PCO introduced a V&E engagement plan at the PCO All-Staff in March 2024. The plan included five sessions, throughout April and May 2024, to foster a conversation at all levels within PCO. The topics of engagement included: Democratic Values; Values, Ethics and Inclusion; Social Media; and two “come as you are” open sessions to allow employees to ask questions, and seek advice and guidance on issues that are top of mind. These engagement sessions helped shape updates to the PCO V&E Code. The updated V&E Code includes guidance and examples for all five pillars and information on an employee’s duties and obligations (Code of Conduct). 
• PCO’s V&E Champions also fostered discussions at regular meetings at the Deputy Secretary and Director of Operations levels within PCO. V&E discussions have also been held at the secretariat and directorate levels. 
• PCO has always had a V&E component as part of its onboarding and new employee orientation session which takes place quarterly. However, a more detailed presentation on V&E was recently developed and delivered at the May 2024 onboarding and new employee orientation session, which had over 70 participants. The updated presentation speaks to PCO’s mandate and how the V&E Code is applicable to an employee’s role and work at PCO and within the public service at large. The session also includes a presentation on Democratic Values and how we can deliver results for Canadians—particularly through the values of stewardship, excellence, and integrity. 
• As public servants, we are relied on to provide professional, objective, and impartial advice to serve the interests of Canadians. In undertaking our work, due diligence is essential, particularly when engaging in outside activities and employment. As such, PCO employees are required to complete a conflict of interest form when they receive their letter of offer. In addition, PCO reminded all employees, via email communication, of their obligation to disclose all outside employment and activities that could give rise to a real, apparent or potential conflict of interest. As part of PCO’s performance management cycle, employees and managers will be reminded to discuss conflict of interest and whether an employee’s personal or professional circumstances have changed and if a new conflict of interest form is required to be completed. 
• In September 2023, PCO established the Anti-Racism, Equity and Inclusion Secretariat and appointed a Chief Diversity Officer (CDO) with a mandate to garner whole-of department support in advancing Anti-Racism, Equity and Inclusion. 
• In January 2024, PCO appointed a part-time Ombuds, creating safe spaces for employees to receive. informal, confidential, impartial, and independent services.
• PCO also created and shared an Employee Resources Placemat which aims to help employees by providing a centralized list of available resources such as, how to reach the Ombuds, Conflict Resolution Services, V&E, Senior Officer for Disclosure, Anti-Racism, Equity and Inclusion Secretariat, mental health resources, employee networks, unions, and other services.

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.

PCO has always had a V&E component as part of its onboarding and new employee orientation session which takes place quarterly. However, a more detailed presentation on V&E was recently developed and delivered at the May 2024 onboarding and new employee orientation session, which had over 70 participants. The updated presentation speaks to PCO’s mandate and how the V&E Code is applicable to an employee’s role and work at PCO and within the public service at large. The session also includes a presentation on Democratic Values and how we can deliver results for Canadians—particularly through the values of stewardship, excellence, and integrity. The onboarding and new employee orientation session will be one of the main vehicles for a continued conversation on personal accountability to uphold our public service V&E.

As part of PCO’s performance management cycle, employees and managers will be reminded to discuss conflict of interest and whether an employee’s personal or professional circumstances have changed and if a new conflict of interest form is required to be completed.

This fiscal year, PCO will promote to managers the CSPS discussion scripts on how to start the conversation on V&E for team meetings. These scripts will help to facilitate discussions and engaging employees regarding their roles in relation to PCO’s mandate, safeguarding non-partisanship, working relationships with ministerial staff, conflict of interest, political activities and preparing for transition.

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?

PCO has seen a consistent stream of requests from employees to consult on their personal circumstances over the last few fiscal years. The recurring themes in these consultations include: social media and conflict of interest, e.g., participation in personal/professional associations with potential ties to government legislation, financial investments and public speaking events. These consultations have shown there’s a need for consistent engagement with employees on these subjects and a need for continued advice and guidance on how to navigate PCO’s unique role and proximity to ministerial offices and the planning for potential transitions of government.

PCO has conducted a series of Conversation Circles to foster dialogue and inform the department’s first Anti-Racism, Equity and Inclusion Action Plan. The Circles resonated with employees as they created safe spaces for open, honest and brave discussions that touched on lived experiences while advancing anti-racism, equity and inclusion. Over the course of these sessions, PCO asked employees across 33 peer-to-peer sessions with 122 participants (e.g., racialized, Black and Indigenous, people with disabilities, 2SLGBTQIA+ and non-equity seeking employees who volunteered and self-identified), “How can PCO make our workplace more equitable and inclusive and leverage V&E?”. Participants directly linked progress on the Call to Action with upholding our core values of respect for people and excellence (e.g., providing advice and service delivery) as they are foundational to advancing equity, diversity, and inclusion in our organizational culture. Employees also identified V&E as a critical management and leadership competency. Employees also recommended discussions on V&E as opportunities to continue to advance Reconciliation and the Call to Action, which was reinforced by Senior leaders at PCO, who prefaced our townhalls by noting the connection, complementarity and support between V&E and the Call to Action. 

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)?

PCO’s approach has emphasized creating a space for employees to regularly discuss V&E as they relate to our work as public servants in an ever-changing environment. Our engagement sessions allowed for employees to reflect on their personal matters in relation to their roles at PCO. These sessions provided context to PCO’s priorities and how an employee’s personal and professional affiliations and conduct can interact with our duties and obligations under the Code. 

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)?

PCO introduced a V&E engagement plan at the PCO All-Staff in March 2024. The plan included five sessions, throughout April and May 2024, to foster a conversation at all levels within PCO. The topics of engagement included: Democratic Values; Values, Ethics and Inclusion; and Social Media and two “come as you are” open sessions to allow employees to ask questions, and seek advice and guidance on issues that are top of mind.

These engagement sessions brought PCO senior leaders and subject matter experts to the table to engage in an inviting and stimulating environment that allowed participants to ask candid questions, raise concerns and discuss practical examples of situations where our V&E may be demonstrated, or at times challenged. These sessions have underscored the need for continuing dialogue on V&E across the organization, including on emerging topics such as social media, artificial intelligence, and potential conflict of interest for all employees, as well as for students and contractors.

These sessions have also underscored the importance of PCO investing in itself as its own organization, in addition to one with a broader role and view of the government as a whole. There are V&E issues and implications unique to PCO as an organization - in its advice to decision-makers, its interactions with political staff, its relationships with other government departments, and its lead role in preparing for a transition to a new or returning government. It is critical to have safe spaces for employees at PCO to discuss V&E in their own context.

PCO has always had a V&E component as part of its onboarding and new employee orientation session which takes place quarterly. However, through our engagement with employees it was clear that a more detailed presentation on V&E was required and that embedding it in the onboarding and new employee orientation session would equip new employees at the onset of their PCO journey. As such, PCO developed a new presentation which speaks to PCO’s mandate and how the V&E Code is applicable to an employee’s role and work at PCO and within the broader public service. The session now also includes a presentation on Democratic Values and how we can deliver results for Canadians, particularly through the values of stewardship, excellence, and integrity.

PCO conducted a series of Conversation Circles, which were peer-to-peer discussions along with equity seeking groups (e.g., racialized, Black and Indigenous, people with disabilities), 2SLGBTQIA+ and non-equity seeking employees who volunteered and self-identified. The Circles resonated with employees as they created safe spaces for open, honest, and brave discussions that touched on lived experiences while advancing anti-racism, equity and inclusion.

Successful initiatives in fostering conversations within the organization also involved sharing employee profiles during heritage months of equity-seeking candidates across the organization, aimed at raising intercultural competencies among individuals. Additionally, supporting the creation of employee networks has provided safe spaces for discussion and collaboration, further enhancing the dialogue around diversity and inclusion within PCO.

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)?

PCO is committed to promoting employee awareness of values and ethics, and of the actions and resources available for them at PCO. In this context, PCO will be: sharing further changes to its Code, when needed; adhering to and promoting required training; regularly fostering discussions on V&E; and ensuring employees’ awareness and understanding of conflict of interest situations, beyond what is available in letters of offer or on the intranet.

PCO will use the fall 2024 Public Service Employee Survey (PSES) results to guide our future discussions on V&E and what tools and/or resources are missing for employees and managers.

PCO will also continue to engage with employees on V&E throughout the year and a pulse survey will be developed to measure inclusion, which can be used to measure awareness of the role of V&E.

Finally, PCO will use feedback from the onboarding and new employee orientation sessions to measure employee awareness. 

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)?

Consistent with the priorities outlined above, PCO will:

1. Continue to engage often and regularly on V&E, in a manner that resonates for PCO employees and builds on the momentum established these past few months;
2. Continue to build on PCO resources, tools and initiatives, from the CDO and Ombuds, to PCO-specific guidance on conflict of interest, to PCO onboarding and training on democratic values, political activities; and
3. Work closely with governmental partners on enterprise-wide reforms that will further position the federal public service to “live” its values and ethics – in areas from the use of social media and conflict of interest, to accountability, execution and operational excellence.

PCO also continues to play a key leadership role on the enterprise-wide work on V&E. The Deputy Clerk has already held over 40 engagement sessions since March 2024. In addition, the PCO Public Service Renewal Secretariat has been working with the Head of the Canada School of Public Service and the Chief Human Resources Officer on enterprise-wide concrete actions and systemic reforms in the V&E space (e.g., use of social media, conflict of interest, tools for managers, leadership competencies, artificial intelligence, safe spaces), and on planning for a fall Symposium on values and ethics that would have a broad national reach. An update on progress across the public service – including the reporting from Deputy Ministers and Heads on work within their respective organizations – will be completed this summer.