Public Services and Procurement 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?

Public Services and Procurement Canada’s (PSPC) list of recommended and mandatory training contains several offerings related to values and ethics. The courses are tailored to suit different communities of practice and in some cases specify target timeframes for completion. PSPC is in the process of creating department-specific learning paths for the different groups of employees. Values and ethics learning activities are included in employees’ learning plan.

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?

PSPC completed the review of its code of conduct. Several sections were updated, and certain topics not covered in the previous version of the code have been added. This work was done before the Report to the Clerk in December 2023. Consequently, PSPC is consulting with employees and networks, in light of the Report’s recommendations, again before finalizing updates to its code of conduct.

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.

Here are the main changes made to PSPC code of conduct:

• Include a description for the five values of the Values and Ethics Code for the Public Sector, including their definitions and examples of expected behaviors that support them.
• General and specific information for employee conflict of interest obligations regarding:
  • assets and liabilities
  • outside employment or activities
  • political activities
  • solicitation and fundraising
  • gifts and hospitality
  • lotteries and gambling
  • relationships (nepotism)
  • post-employment
• Provide clarifications and information on:
  • Avenues for resolution, including ethical issues, code violations and discipline, compliance and protection against retaliation.
  • The obligation to identify, prevent, report and resolve conflicts of interest.
• Reinforce managers' responsibilities to exemplify public sector values.
• Additions regarding:
  • Context around ethical issues that employees may face in the workplace
  • Reality of telework and remote working
  • Social media risks and obligations
  • Artificial Intelligence (AI) guidelines
  • Intellectual property obligations
• Updates to information on support and resources for employees.
• Improvements to make the code more user-friendly and easier to read.

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)
• 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.

PSPC has developed a Values and Ethics Action Plan. The plan includes the following activities:

• Designate a champion for values and ethics at PSPC and create a community of Ambassadors representing all branches and regions.
• Review PSPC's departmental code of conduct and consult employees and employee networks on proposed changes.
• Update the guide and guidelines on the use of social media.
• Review and develop values and ethics training and learning activities specific to PSPC's mandate.
• Include specific values and ethics training in employee performance measurement agreements and talent management discussions.
• "The 2024 PSPC Engagement Strategy on Values and Ethics" has been developed and includes communications, activities and conversations based on monthly specific topics related to Values and Ethics (conflict of interest, ethical dilemmas, the importance of values and ethics in the diversity and inclusion space, political activities, code of conduct, informal conflict management) through October 2024.
• Discussions on values and ethics at branch level meetings including townhalls.
• Provide managers with themed conversation cards to facilitate their conversations on values and ethics with their teams.
• Leadership to create safe spaces for values and ethics conversations.

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 the onboarding process, each employee must complete mandatory values and ethics training. To support the employee onboarding, the PSPC Values and Ethics Action Plan calls for the creation of a short welcome video setting out PSPC's values and linking them to the department's mandate.  

The PSPC values and ethics learning path being developed will be incorporated in each employee’s Performance Management Agreement.

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?

Several themes emerged in conversations with employees. Conflict of interest is a high-profile subject that is discussed in many forums through scenarios and real examples. Values and ethics as they relate to diversity and inclusion were frequently raised. Employees emphasized the importance of integrity and honesty in all aspects of their work. They value transparency and expect leaders to uphold high ethical standards in decision-making processes. Emerging technology (i.e. Artificial Intelligence) and ensuring its ethical use within the organization is a topic that is top of mind.

Employees also value fair treatment in hiring, promotion, and performance evaluation processes, and they expect the organization to address issues of discrimination and inequality proactively.

Diversity communities continue to raise the importance of respect for people in the workplace as they still experience limited understanding of their particular situations or cultures. Diversity communities experience harassment and micro-aggressions in the workplace. They emphasize the importance of treating colleagues, clients, and stakeholders with dignity and respect, regardless of differences in background, perspective, or identity.

Service excellence and intersect of Values Code with mental health and well-being are being raised in discussion groups with Executives. Discussions also highlighted importance of positive engagement with employees on values and ethics to build strong awareness and understanding of the Public Service Code.

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 PSPC engagement strategy with employees is structured to have monthly themes addressed through October 2024: conflict of interests, ethical dilemmas, the importance of values and ethics in the diversity and inclusion space, political activities, code of conduct and informal conflict management. Managers will be equipped with themed conversation cards to engage in conversations with their employees.

The revised departmental code of conduct includes specific case examples.

Further training is also planned to be developed in support of Conflict of Interest.

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)?

Engagement events are taking place across the department, with many more to come. The Deputy and Associate Deputy Ministers have held a number of sessions with the senior management group, executives and management groups. Many Assistant Deputy Ministers and Regional Directors General have initiated conversations within their respective branches or regions on values and ethics. Materials were developed to support management in their conversations with employees. PSPC continues to develop materials such as themed conversation cards for managers and surveys to evaluate the level of employees’ awareness on values and ethics.

As part of PSPC’s Values and Ethics Action Plan many activities have been planned to meet with groups of employees to discuss the revised code of conduct and engage in dialogue on values and ethics. Conversations are planned with the diversity networks, the young professionals’ network, the managers’ community network and with groups of executives. These consultations will certainly generate a lot of enthusiasm around the values and ethics in the public service.

PSPC’s Departmental Code of Conduct and Conflict of Interest course has always been well received.

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)?

PSPC is developing indicators to measure employees’ level of awareness regarding values and ethics. Consultations and conversations are planned to engage with the employee networks in the department. PSPC will use pulse surveys and engagement sessions to measure employee awareness.

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)?

PSPC Values and Ethics Action Plan is available if more information is required.

In parallel, PSPC is in the process of strengthening its conflict of interest program through review and update of all aspects of the program so that situations of real, apparent or potential conflict of interest are reported to management and addressed in a manner that maintains public trust.