Shared Services 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?

Shared Services Canada’s (SSC) Human Resources and Workplace (HRW) directorate has launched various targeted training initiatives, including:

• Developed department-specific Values and Ethics in the Workplace awareness sessions which was extended down to the divisional level.
• Management-focused Values and Ethics in the Workplace sessions were launched in November 2023, holding two sessions monthly in both official languages.
• Employee-focused sessions were launched in February 2024, holding two sessions monthly in both official languages.
• These sessions aim to enhance participants’ understanding of Values and Ethics by providing guidance on handling conflicts of interest and ethical dilemmas through case studies which promote a greater dialogue around scenarios observed at SSC.
• Future training plans include developing sessions targeting specific functional groups (PG, PE and CT) by the end of the summer 2024 and commencing the awareness sessions by fall 2024.

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

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

The training on Values & Ethics from the Canada School of Public Service is mandatory for all SSC employees since June 2023. These are included in the employees’ learning plan. As of April 2024, the completion rates are as follows:

• For all employees - Completion rate = 67.1%
  
  • Values and Ethics Foundation for Employees (FON301)
• Managers - Completion rate = 43.9%
  • Values and Ethics Foundation for Managers (FON302)

Part II. Codes of conduct

Question 3

Has your organization reviewed its code of conduct?

• My organization is in the process of reviewing 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?

The targeted timeframe to complete the review of the SSC organizational code is the end of September 2024.

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.

SSC is conducting a thorough review of the SSC Organizational Code. The first two actions have been achieved, while the subsequent ones are underway.

Preliminary Internal Review:

• Leading the initial internal review of the SSC Organizational Code, demonstrating a commitment to ethical standards.

Working Group Formation:

• Extended invitations to key stakeholders across the department (Artificial Intelligence (AI), Diversity, Accessibility, etc.) to establish a comprehensive working group.

Detailed Review Process:

• Planned an extensive examination of SSC Organizational Code and sections to ensure compliance with evolving standards.
• Established a diverse working group for comprehensive input and collaboration:
  • Corporate and Operational Labour Relations
  • Audit and Evaluation
  • Artificial Intelligence
  • Diversity and Inclusion
  • Accessibility
  • Procurement
  • Finance
  • Corporate and Operational Staffing
  • Various networks
  • Bargaining Agents
  • Workplace Culture, Health, and Well-being Division

Anticipated updates to the SSC Organizational Code:

• Adding guidelines on social media and AI utilization, to enhance the SSC Organizational Code’s effectiveness and relevance.
• Assessing and reviewing the SSC Values and Ethics directives on Conflict of Interest and Ethical Behaviour in order to streamline with SSC Organizational Code.

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.

SSC promotes personal accountability for upholding public service values and ethics through the following diverse activities.

Performance Management Agreement (PMA)

• Introduce new proposed indicators related to Values and Ethics as part of the SSC Executive (EX) Commitments, such as:
  • Exemplify ethical practices by engaging in dialogue and incorporating values and ethics in the work environment.
  • Confirm that all staff and managers have completed the mandatory Values and Ethics Foundations for Employees and Values and Ethics Foundation for Managers from the Canada School of Public Service. Furthermore, ensure that all employees and managers complete the Values and Ethics in the Workplace sessions given by the HRW division.
  • Ensure that all employees have comprehensively reviewed and grasped the Values and Ethics Code for the Public Sector as well as the SSC Organizational Code.

Ethical Risk Assessment

• As part of our strategic initiatives, an Ethical Risk Assessment (ERA) will be conducted in the coming months.
• This assessment serves a dual purpose within our organization. Firstly, it aims to evaluate and identify inherent ethical risks in our operations, allowing us to implement effective mitigating measures. Simultaneously, it assesses the efficiency of our Values and Ethics Program, identifying necessary adjustments to align with organizational values and emerging ethical standards.
• The evaluation will involve assessing the health and effectiveness of SSC’s Values and Ethics Program, specifically examining practices and procedures related to conflict of interest management.
• The ERA will provide a comprehensive analysis, identifying strengths and areas for improvement.
• Additionally, the report will offer tailored recommendations to enhance existing practices and ensure the program remains responsive to evolving ethical challenges and regulatory requirements.

Leading through Values and Ethics workshops

• SSC is currently developing a new leadership workshop focused on character, values, and ethics to enhance employees' self-awareness and ethical decision-making.

Workshop Focus:

• Self-Reflection: Employees explore and assess the impact of their values on their decisions.
• Ethical Discussions: Link personal values to workplace ethics through facilitated conversations and scenarios.
• Character-Based Leadership (CBL): Highlight how CBL principles support a value-driven and ethical work environment.

Expected Outcomes:

• Increased self-awareness and ethical decision-making.
• Stronger alignment of personal and organizational values.
• Enhanced principled workplace culture.
• This workshop aims to foster a values-driven environment, promoting personal and professional integrity among employees

Communication

• Developed a 2024-2025 Values and Ethics communication calendar, covering diverse topics each month using different educational format, such as a video, article, or lesson.
• Integrate discussions on values and ethics into all-staff meetings within the SSC Branches and directorates.
• Since January, numerous communications regarding topics of values and ethics have been conveyed to employees.

Diversity & Inclusion

• Engagement with diverse employees also occurred via the Ombuds Office. In-person and virtual sessions were held between January 25 and February 15, 2024, and written submissions were welcome via a questionnaire. These sessions discussed ideas of how the department could encourage all employees to exhibit the desired behaviours in line with our public service and departmental values.
• Discussions continue with the Employment Equity, Diversity, and Inclusion (EEDI) team to determine how the Diversity Council may be leveraged to change employee behaviours to create a culture of inclusion and respect at Shared Services Canada.
• Reach out to the EEDI manager for consultations amongst networks.

Shared Services Canada Values & Ethics Champion

• A new Values & Ethics Champion has been designated at the departmental level. This champion will lead initiatives to promote values and ethics within the organization, ensuring alignment with organizational values and emerging ethical standards. The next steps involve planning and strategizing the support structure for champions to effectively engage with staff and promote a culture of ethical awareness and integrity.

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.

SSC is actively promoting ongoing discussions regarding personal accountability to uphold our public service values and ethics.

Onboarding

• Within the SSC New Employee Orientation Guide, there is a section outlining employees’ responsibilities concerning adherence to both the SSC Organizational Code as well as Values and Ethics Code for the Public Sector.
• New Values and Ethics content was added in the SSC New Employee Orientation Sessions. SSC is exploring alternative initiatives to incorporate references to values and ethics in the onboarding process. In addition to the paragraph on Values and Ethics obligations, a link to an educational video featuring SSC president is considered.

Character Based Leadership

Character Based Leadership (CBL) was launched at SSC in February 2022. CBL is key to effective decision-making, and embedding character leadership into SSC’s culture will result in sustained organizational excellence and increased personal well-being. The goal is to embed CBL into SSC’s culture by:

• Developing leaders’ character and elevating character to complement the existing Government of Canada’s Key Leadership Competencies and SSC’s Vision, Mission, Values and Behaviours.
• Empowering leaders to self-assess and develop their own leadership character.
• Integrating character leadership into various human resources and organizational practices.

Incorporated in employees’ professional development and mandatory learning plans:

• Completion of the mandatory Values and Ethics Foundation training for management and employees. As part of the performance management process, discussions on SSC Organizational Code and the Values and Ethics Code for the Public Sector is encouraged.

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 ongoing themes shared during our discussions with employees, training sessions, and awareness articles communicated by SSC’s President are mostly related to:

• Directives for public servants on the use of social media.
• Conflict of Interest regarding external employment/activities.
• Conflict of interest and preferential treatment.
• Ethical use of Artificial Intelligence within the workplace.

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)?

SSC modified its former Values and Ethics in the Workplace awareness sessions to integrate the following recurring elements:

• Information on recourse mechanisms was integrated in the Values and Ethics Workplace awareness sessions for employees and management.
• A scenario illustrating the use of social media has been incorporated into the Values and Ethics in the Workplace awareness sessions for management and employees.
• During the Values and Ethics in the Workplace awareness sessions, an emphasis was placed on the duty of loyalty as a fundamental value and requirement for all public servants.

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)?

SSC has led several successful actions and learning activities that have effectively fostered conversations within the organization, including:

• Developed a management guide titled, "Leading Through Values." This guide outlines an approach and offers practical tips for implementing and modelling SSC values and expected workplace behaviours.
• Currently updating the Evergreen Guide – Declarations of Conflict of Interest for Values and Ethics Advisors.
• The President disseminated communications addressing conflict of interest related to procurement, external employment/activities, and preferential treatment.
• Conducting meetings with specific groups as requested by management, providing customized information based on questions arising from Values and Ethics in the Workplace awareness communications and training.

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)?

SSC is implementing the following measures to enhance employee awareness of the role of values and ethics in their daily work.

Ethical Risk Assessment (ERA)

• Conducting this evaluation aims to identify ethical risks in our operations and implement effective mitigation measures. It will assess the health and effectiveness of SSC’s Values and Ethics Program, particularly focusing on conflict of interest management. The ERA will provide a comprehensive analysis, highlighting strengths and areas for improvement, and will include recommendations to enhance practices. This process will help raise awareness of values and ethics, ensuring the program remains aligned with organizational values and responsive to evolving ethical challenges and regulatory requirements.

Additional indicators

• Following Values and Ethics in the Workplace awareness sessions for both employees and management, a survey will be distributed to all attendees to gather feedback and insights, and to integrate them into the session.
• The relaunch of Values and Ethics training for employees and management, along with the various communiques, including those from the President, and the priorities set by the Deputy Clerk. This has impacted both the increased number of declarations and the rise in general inquiries related to Values and Ethics.
• The Office of the Ombuds organized dialogue sessions and surveys to collect insights on fostering inclusive relationships, with subsequent actions aligned toward addressing the findings.

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)?

SSC has implemented the following measures to enhance awareness of the organization's efforts on Values and Ethics. 

Conflict of Interest Declaration System

• Since 2019, SSC has successfully implemented the Conflict of Interest Disclosure System (COIDS). This system streamlines disclosure processes, ensuring transparency and compliance while continually improving efficiency and client service usage.

Engagement with Bargaining Agents

• A proposal will be presented to the National Labour Management Consultation Committee (NLMCC) members suggesting the inclusion of Values and Ethics Action Plan Progress Updates as a recurring agenda item for the current fiscal year.

Procurement

• In January 2024, a revamp of the approach to procuring professional services began, ensuring alignment with the Government of Canada practices.
• Key changes include:
  • A justification must be provided on all initiatives greater than $100,000.
  • Clarifying statements of work.
  • Enhancing evaluation processes.
  • Implementing stricter reporting requirements.
  • Reminding resources not to connect to the SSC network from outside Canada.
• The adjustments aim to enhance process integrity and efficiency. Certain changes were implemented immediately, while others are gradually introduced. Ongoing communication from Shared Services Canada's contracting authority will accompany these changes, and early submission of requirements are encouraged due to anticipated delays.
• In March 2024, these additional adjustments were made, and Resource bidders are now required to disclose involvement in multiple contracts. Vendors must confirm if proposed resources are engaged in concurrent contracts or have additional employment. Disclosure excludes past or present Government of Canada employment.