Pacific Economic Development Agency of 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?

• No

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?

Pacific Economic Development Canada (PacifiCan)’s approach to Values and Ethics is embedded into our culture. Firstly, PacifiCan’s staffing process focuses on eliminating assessment biases and barriers to ensure PacifiCan hires align with the culture. Secondly, while onboarding, new employees are provided with information on Values and Ethics and encouraged to have open discussions with their managers. Thirdly, PacifiCan worked from the bottom up to set up an organizational culture, which established PacifiCan’s values of curiosity, kindness, and excellence. These values, priorities, and commitments to psychological safety go beyond siloing values and ethics within prescribed training.

Values and ethics training has been made available and promoted broadly at all levels throughout the agency, which has resulted in high participation rates overall. Over the coming months, greater focus will be placed on bolstering participation in foundational training for the management cadre and extending learning opportunities related to the duty of loyalty and guidance for the use of social media, political activities, and emerging technologies.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

As a micro-agency, PacifiCan promotes values and ethics learning through the individual learning plan process and open dialogue. This fiscal year, PacifiCan is exploring approaches to required training that supports the culture at PacifiCan.

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 target date for completion is September 30, 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.

PacifiCan has recently completed a culture canvas which captured many core elements related to values and ethics, such as how treat each other, how we deliver upon our mandate, and what an inclusive workplace looks like to us. This work will inform and serve as the base on which our revised code of conduct will be developed.

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
• 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

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

In Fall 2023 PacifiCan commenced an internal engagement exercise on workplace culture, that included focus groups made up of employees from across branches, levels, and locations within the agency. This culture-building initiative was intended to get clarity on the shared set of values, beliefs, attitudes, and practices that guide us as we work together. What we learned is that our people have a high degree of respect for each other, and for the clients we serve. In our workplace we embrace diversity, authenticity, and inclusion recognizing that these behaviours foster creativity and innovation. Through these candid conversations with staff, we were able to talk about personal accountability (including behaviours that are encouraged and discouraged), what we expect from our senior leaders and each other, and identify potential issues that hinder our ability to do our best work.

What resulted from this exercise was a culture canvas reflective of our organizational values which are closely aligned with those for the public sector. Once the agency culture canvas was finalized, executive leadership met to discuss both the canvas and the renewed focus on values and ethics and how PacifiCan can contribute to this important work. Executive leadership concluded that the request for a renewed conversation on values and ethics was not only timely given the stabilizing of PacifiCan as a new organization, but relevant given that so much of the employee-employer relationship has evolved since the Values and Ethics Code was written. Following this, managers met with their employees to discuss how these values come to life at the directorate, and unit levels, and to brainstorm areas that we could continue to build upon to strengthen our culture. 

This bottom-up exercise laid the groundwork for continued conversation on our duty to uphold the values and ethics code for the public service. Planned activities for engagement include working collaboratively with our Equity, Diversity and Inclusion Working Group to advance the call to action and participating with the Deputy Clerk at an upcoming British-Columbia Federal Council meeting. 

PacifiCan recognizes and celebrates employees committed to values and ethics. A specific category on values and ethics was integrated in the PacifiCan awards ceremony. The agency continues to explore opportunities to uphold, share, and affirm the values from the culture canvas.

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 of May 2024, several Agency-wide training sessions on values and ethics were delivered and have been attended by approximately half of PacifiCan’s workforce with further training planned in the year. These sessions provided a forum to discuss the expected standards of conduct, conflict of interest, and avenues for resolution of ethical concerns including those provided for in the Public Service Disclosure Act. During these sessions the importance of a renewed focus on values and ethics was discussed and employees worked through scenario-based exercises which prompted meaningful conversation on the intersection between personal values and organizational values. We look forward to continuing these conversations over the coming months through focused learning activities, and engagement sessions intended for employees to develop a greater understanding of the role of public servants play in the Canadian democratic system and the foundations for ethical decision making.

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 themes have been identified:

• Social media, including the freedom to comment on public policy.
• Conflict of interest and participation as part of a board of directors.
• On-going need understand the public servant’s role in the democratic system and their participation in political activities.
• Mental health, inclusive work practices, and respect in 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)?

We will continue to tailor our recommended learning opportunities to staff as themes emerge. As part of our obligations under the Canada Labour Code we will deliver training on workplace harassment and violence prevention which promotes respect in the workplace.

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)?

Staff have responded very positively to in-house learning sessions on the topic of values and ethics and feedback suggests that the greatest learning comes from group discussion on case-specific scenarios. During future engagements we anticipate that storytelling from senior leadership and individuals across branches will be equally beneficial to highlight learning from ethical challenges they have previously faced.

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)?

The Deputy Ministers’ Task Team on Values and Ethics Report and the toolkit provided to departments and agencies have been valuable resources to support us in advancing this important conversation with PacifiCan employees.