All Actionable Advice

GC Data Conference 2026 - Day 2 (2026-02-24)

Access publicly available geospatial data through the Canada Centre for Mapping and Earth Observation website using the QR code or direct website link provided in their materials.
Explore the AI factory platform that has been available since October 2023 to accelerate production of geospatial data and automate mapping processes.
Use radar satellite imagery instead of optical imagery when smoke or clouds block visibility during wildfire or emergency situations to maintain assessment capabilities.
Combine before-and-after satellite imagery with existing building or infrastructure data to rapidly identify damaged or destroyed structures following disasters.
Leverage change detection capabilities by integrating multiple data sources to obtain real-time overviews of emergency situations across different geographic areas.
Create catalogs of relevant data sources for specific disaster types, such as the 120 data sources compiled for flooding and wildfire analysis, to organize available information.
Test AI models with sample data to verify reliability before deploying them in operational emergency response contexts.
Engage with research ecosystems like MILA that bring together universities, government, and industry to facilitate AI development and knowledge transfer.
Work to overcome data protection governance barriers by demonstrating how data sharing between organizations can build more powerful analytical models for disaster response.
Focus collaboration efforts on general societal problems like disaster prevention where multiple stakeholders share common goals rather than competing commercial interests.
Advocate for better coordination between industry, government, and academia on disaster-related challenges that benefit everyone.
Participate in applied research projects that bridge the gap between academic research, government operations, and industrial applications of AI for emergency management.
Familiarize yourself and your organization with new AI tools for geospatial analysis to build confidence and trust in AI-generated emergency information.
Encourage experimentation with AI applications in your organization's geospatial and emergency response workflows to identify effective use cases.
Utilize automated systems for tracking and situational awareness that enable first responders to intervene more effectively during emergencies.

Measuring Democracy (2025-12-08)

Consider multiple democracy indexes rather than relying on a single measurement system when assessing democratic trends
Examine the funding sources and potential biases of democracy measurement organizations before accepting their assessments
Look beyond expert evaluations by incorporating public opinion data when analyzing democratic health in specific countries or regions
Pay attention to regional variations within democracy indexes rather than focusing solely on global or national averages
Distinguish between different types of democracy such as electoral, liberal, participatory, deliberative, and egalitarian when conducting democratic assessments
Monitor both satisfaction with democracy and perceived levels of democracy among citizens as separate but important indicators
Be aware of technical issues in data collection that can affect democracy measurements, such as expert nonresponse bias
Consider the historical context and origins of democracy indexes when interpreting their results
Use comprehensive survey coverage data to understand which regions may be underrepresented in democracy measurements
Analyze changes in democratic attitudes over time rather than focusing only on current snapshot assessments

International Day of Persons with Disabilities 2025 (2025-12-05)

Use the accessibility passport system to document, track, and regularly review changing accommodation needs with your manager
Schedule monthly reviews with your supervisor to assess whether current accommodations are working or need adjustment
Create or join disability networks within your department if they don't already exist
Make a business case to senior leadership when you identify gaps in disability support systems
Consider applying for or promoting the Employment Opportunity for Students with Disabilities program
Implement proactive accessibility measures rather than waiting for requests. Provide sign language interpretation, captioning services, and accessible document formats by default
Design workspaces and meeting locations with accessibility as a foundational principle, not an afterthought
Choose accessible venues for all meetings and events to ensure full participation
Create accommodation processes that don't require employees to justify or prove their need for support
Develop comprehensive accessibility beyond basic requirements - consider ergonomic assessments, accessible furniture, and convenient bathroom access
Advocate for neurodiversity hiring initiatives in professional roles across IT, finance, and other departments
Establish regular disability champion meetings and ensure all departments have representation
Model accessibility practices that other organizations can learn from and replicate
Provide tours and demonstrations of accessible workspaces to spread best practices throughout the public service

Making Work Fair (2025-12-02)

Apply the same systematic tools to fairness that you use for core business functions including data collection, goal setting, incentives, transparency, and accountability
Collect data on the things you care about regarding fairness and representation in your organization
Set specific, measurable goals for fairness outcomes rather than relying on good intentions
Implement universal screening or assessment processes rather than relying on referral systems that may introduce bias
Track and transparently share outcomes of fairness efforts to determine if you're making progress
Create methods of accountability where positive consequences follow good fairness outcomes and negative consequences follow poor outcomes
Focus on changing everyday work processes like hiring, promotion decisions, task assignments, and performance reviews rather than just implementing special programs
Question whether your current systems are inadvertently creating unequal starting points or resources for different groups
Look for simple design changes in existing processes that can level the playing field
Spend time manually collecting data on representation if automated systems aren't available
Examine whether high-potential individuals are being missed due to flawed identification systems
Consider implementing organizational goals or targets as interventions to help identify previously overlooked talent

National Day for Truth and Reconciliation 2025 (2025-11-27)

Acknowledge the Indigenous territories where you live and work, recognizing the deep history of these lands and peoples
Honor historic treaties and agreements with Indigenous peoples in your daily practice
Participate in National Day for Truth and Reconciliation events to become allies and supporters
Advocate for Indigenous voices and what is important to Indigenous communities regardless of your role
Support Indigenous data sovereignty initiatives that allow communities to steward their own information
Promote digital inclusion programs that enable Indigenous participation in the digital economy
Work to address systemic barriers while recognizing and celebrating Indigenous knowledge, innovation, and leadership
Support programs like Indigenous IT Apprenticeships that create meaningful employment opportunities
Maintain patience, resilience, passion, and humanity when working toward reconciliation goals
Exercise whatever influence you have in decision-making processes to advance reconciliation
Ensure reconciliation efforts within your organization are effective to set an example for other sectors
Pause and reflect on the territories you occupy and the Indigenous peoples who have lived there
Use your voice to advocate for change, transformation, and progress in Indigenous-settler relations

Lessons in Leadership and Foresight (2025-11-06)

Make report development processes more participatory by engaging experts from diverse areas of public health and other scientific disciplines
Include First Nations, Inuit, and Métis experts along with people who have lived experience when developing public health initiatives
Use report development as a platform to amplify different voices rather than treating it as homework to be completed
Center all public health work around health equity to better serve populations experiencing the most inequities
Shift health system focus from treatment toward prevention and promoting healthy lives
Use reports and research to transcend boundaries and sectors, enabling collaboration with municipal planners and other federal departments
Build trusted relationships with Indigenous leaders and elders while learning about Indigenous knowledge systems and science
Leverage publications to start conversations and catalyze collaborations after release
Take action during the development phase of reports rather than waiting until completion
Commission specialized reports from affected communities to ensure authentic representation of their perspectives
Recognize that no single organization holds all the tools needed to address complex challenges
Collaborate across health, education, housing, environmental, and other sectors for comprehensive population health approaches
Focus on serving people affected by colonization, discrimination, and structural determinants of health
Consider how built environments, cities, communities, and green spaces impact mental and physical health outcomes
Work with municipal level city planners to integrate health considerations into urban development
Engage with federal departments beyond health to align initiatives and leverage existing programs
Focus on factors that impact people's quality of life and what matters to them personally
Separate fact from fiction when addressing information challenges and build trust in evidence-based institutions
Maintain science-based and evidence-based approaches when providing advice and recommendations
Communicate with the public through multiple channels including media interviews, press conferences, and social media

Indigenous Science (2025-10-31)

Acknowledge traditional Indigenous territories wherever you are located when engaging in environmental work
Distinguish between Indigenous science, Indigenous knowledge systems, and traditional knowledge as separate concepts when discussing environmental approaches
Incorporate both qualitative and quantitative methods when conducting environmental assessments, similar to how Indigenous science operates
Use all five senses when monitoring environmental conditions, including touch, taste, smell, sound, and sight
Collect medicinal plants and natural resources from uncontaminated areas and follow proper protocols for timing and selection
Pay attention to animal behavior as environmental indicators, such as whether horses and wild animals drink from water sources
Listen for the presence or absence of sounds like frogs in spring and bird calls as indicators of ecosystem health
Learn and preserve original place names in Indigenous languages as they contain important environmental and ecological information
Spend extended time in study areas to understand historical changes and baseline conditions rather than conducting only brief scientific visits
Practice listening to what the land and water are communicating about their needs and conditions
Include Indigenous peoples as first responders and primary sources of environmental change information
Build knowledge iteratively over time by incorporating ongoing observations and real-time environmental events
Consider the voice and needs of non-human relations including lands, waters, and species when making environmental decisions
Document environmental indicators that Indigenous communities identify, such as changes in vegetation, animal presence, and landscape conditions

Yoshua Bengio (2025-10-09)

Develop basic knowledge about what artificial intelligence is today and stay informed about scientific developments that predict where AI will be in 1, 3, and 10 years
Build skills to anticipate and manage rapid changes in AI capabilities as systems become significantly smarter each year
Cultivate adaptability skills both individually and organizationally to handle the coming transformation in how work is done
Always verify AI outputs rather than accepting them as absolute truth, especially when there could be consequences to false assertions
Ask critical questions about what you will do with AI responses before acting on them
Develop a critical mindset when using AI tools since current systems can make unintentional mistakes and sometimes lie intentionally
Check AI outputs for accuracy, particularly when the information will be used for important decisions or shared with others
Prepare for increased automation of tasks that require little thought, can be completed quickly, and don't require highly developed interpersonal skills
Focus on developing and maintaining interpersonal skills that are less likely to be automated
Build organizational flexibility and agility to manage transitions when parts of work become automated
Learn to work collaboratively with AI systems while maintaining human oversight and control
Stay informed about "agentic" AI systems that will make autonomous decisions and understand their current reliability limitations
Understand the two-phase AI training process (imitation and alignment) to better comprehend how AI systems learn and why they might behave unexpectedly
Advocate for proper technical safeguards and governance rules when implementing AI in government work
Participate in democratic processes to help determine acceptable AI behavior standards
Push for transparency in how AI is used within government institutions
Engage in collective decision-making about what constitutes socially beneficial versus unacceptable AI behavior
Work toward developing control mechanisms that ensure AI acts according to prescribed moral instructions and workplace rules
Promote the development of AI systems that will either perform correctly, acknowledge uncertainty, or align with prescribed instructions rather than acting unpredictably

Policy Ecosystem (2025-10-08)

Study and understand Canada's federal constitutional structure and the roles of different levels of government including federal, provincial, First Nations, Métis, Inuit, and municipal authorities
Develop curiosity about national and international current events by regularly following news and staying informed about developments
Apply multiple analytical lenses when examining policy problems, including legal, fairness, political, anthropological, engineering, and communications perspectives
Practice explaining complex policy issues and solutions to family members or non-experts in simple, clear language within three to four minutes
Build teams with people who can examine problems from different perspectives and maintain diverse viewpoints
Establish continuous contact with stakeholders rather than relying only on formal consultation periods
Listen constantly to how programs, services, and issues are perceived by the public and integrate this feedback into policy-making processes
Maintain a wide-angle view when analyzing policy challenges to understand all dimensions and potential solutions
Develop and refine fundamental skills in thinking, writing, communicating, and collaborating on a daily basis
Examine the available policy toolkit options including legislative, regulatory, spending, transfer payment, and prohibitive approaches when developing solutions
Consider who will be winners and losers from policy decisions and how people currently experience or might experience future changes
Focus on problem-solving approaches that identify what is not working and determine practical solutions to make systems function effectively
Evaluate how policy decisions will be communicated and explained to the public before implementing them
Build networks of contacts who can provide different perspectives on policy issues and challenges
Work with excellence every day while continuously improving professional skills regardless of career level

Policy Development (2025-10-08)

Take a step back when in crisis mode to see the bigger picture and think in longer-term perspectives
Create protected spaces for teams to make mistakes and learn from them without fear of punishment
Allow experimentation as a fundamental part of the innovation process
Develop skills to work within existing systems while maintaining flexibility for innovation projects
Conduct regular check-ins to maintain necessary oversight while preserving project flexibility
Use adaptive methods when implementing new policies by opening gradually, learning, and adjusting incrementally
Build and maintain a good professional network to identify opportunities and understand how to contribute effectively
Don't hesitate to pursue innovative ideas and present them to managers who appreciate new thinking
Actively offer help to colleagues to learn about different roles and identify opportunities
Ensure you work for managers who share your values, particularly regarding innovation
Look for managers who are themselves innovative if you want to pursue innovative work
Always be willing to help others as it makes you a valuable colleague and provides learning opportunities
Use your innovative thinking to develop new solutions and business approaches

Health Policy Development (2025-10-08)

Read seminal works and reports when entering a new policy area to understand historical context and evolution
Identify experts in the field by following references and citations in key documents
Organize major issues into manageable categories or buckets for systematic analysis
Consider all available federal levers including spending power, tax policy, legislation, regulation, and convening power
Start consensus building incrementally rather than presenting fully formed strategies
Listen actively and conduct thorough research to understand each stakeholder's specific context and issues
Build personal relationships with colleagues, provincial representatives, and other stakeholders
Remain curious and continuously research your policy area to add value to discussions
Collaborate with experts and data holders when developing indicators or measurement tools
Consider timing and context when advancing policy initiatives
Be sensitive to different provincial and territorial circumstances when making proposals
Use the federal convening power to bring diverse stakeholders together for common goals
Maintain enthusiasm and find enjoyment in research and relationship building aspects of policy work

Strategic Policy (2025-10-08)

Pay attention to every daily decision you make as an analyst because these individual choices contribute to government policy
Be curious about your files and the people you work with to understand how their minds work
Focus on providing thorough, correct, and excellent advice in every interaction
Think about how to support others' decision-making and help them understand topics better
Work to influence conversations and bridge informal discussions with formal policy transactions
Share what you learn with colleagues and express your opinions regardless of your position level
Practice excellence daily and seek help from colleagues, bosses, and support staff to improve
Commit to working as part of a team rather than trying to be excellent individually
Approach policy work as a collaborative team sport where multiple perspectives improve outcomes
Pay attention to both formal policy statements and informal ways government expresses policy direction
Focus on bringing your personal expertise to the work through curiosity and attention to detail
Maintain commitment to your files and to working together with your team
Practice values and ethics by committing to excellence and respecting democracy through quality work

Communicating Persuasively (2025-10-08)

Study your audience before briefings and research their background knowledge and perspective on your topic
Prepare multiple versions of your briefing for different time constraints, identifying the most essential elements for shorter presentations
Focus on providing context and background information rather than assuming your audience knows your file details
Practice condensing complex information into bite-sized, digestible pieces that build understanding progressively
Approach briefings as two-way information exchanges by preparing questions to gather insights from your audience
Use data and evidence to support your recommendations rather than relying on personal opinions or assumptions
Conduct consultations with relevant stakeholders before making policy recommendations to gather diverse perspectives
Read government priority documents including Speech from the Throne and ministerial mandate letters to understand broader context
Share information generously with your team members to help them understand how their work connects to government priorities
Prepare alternative options and approaches before presenting recommendations in case your primary proposal is rejected
Reframe rejections as opportunities to find different paths to the same policy outcomes rather than personal failures
Develop concrete, real-world examples that illustrate the practical importance of abstract policies or legislation
Practice explaining technical concepts using relatable examples that non-experts can immediately understand and visualize

Effective Negotiations (2025-10-06)

Ask rapport-building questions about background, education, and personal details to establish relationships
Focus your questions on understanding the other party's interests, priorities, and what truly matters to them
Distinguish between what is critical versus what is not important to the other party through targeted questioning
Practice active listening by reading back what you heard and asking for confirmation of your understanding
Think creatively about multiple different approaches and alternatives to solve the same problem
Make proposals at appropriate times to move negotiations forward rather than allowing endless discussion
Be the first to make an offer when possible to gain strategic advantage
After making an offer, wait patiently for a complete point-by-point response before making any additional offers
Avoid negotiating against yourself by making multiple offers without receiving counteroffers
Put two or three equivalent proposals on the table that have similar value to you and let the counterpart choose
If all proposals are rejected, ask the counterpart to rank order them from least to most acceptable
Use rejection and ranking information to learn about what truly matters to your counterpart
Schedule follow-up meetings after reaching initial agreements to explore potential improvements
Propose post-settlement settlements by asking if changes could be made that would benefit everyone
Aim to enhance relationships during negotiations rather than damaging them
Work to ensure all parties feel they have won or done well in the negotiation
Focus on creating collective benefit and value for everyone involved
Claim at least your fair share of the value created in the negotiation
Use the four hallmarks of successful negotiation as guiding principles for decision-making throughout the process

Avoiding Negotiating Mistakes (2025-10-06)

Avoid assuming negotiations are zero-sum win-lose situations by default
Look for opportunities to add new issues to the negotiation discussion
Consider splitting existing issues into smaller, more manageable components
When facing an impasse with no overlap, shift from competitive to collaborative approach
Share information openly and be forthcoming with the other party during collaborative negotiations
Focus on interests rather than positions when generating options
Ensure every team member knows their specific role in the negotiation
Align all team members on the chosen strategy before entering negotiations
Make sure the team is "singing from the same song sheet" to avoid mixed messages
Pay equal attention to both strategy selection and team organization
Use interest-based option generation when parties are initially at an impasse

Preparing for Negotiations (2025-10-06)

Prepare thoroughly before entering any important negotiation rather than going in unprepared or under-prepared
Think about key negotiation elements from both your own perspective and your counterpart's perspective
Create a list of all issues that need to be resolved and get agreement from all parties on this list before discussing substance
Identify all stakeholders who have power to affect the success or failure of your objectives and engage them in the process
Determine who has legitimacy and urgency regarding the issues you'll be negotiating
Think through what will happen if the negotiation fails and you don't reach an agreement
Evaluate how attractive or unattractive the alternatives to agreement are for both you and your counterpart
Identify your own interests and try to understand your counterpart's underlying interests, not just their stated positions
Distinguish between positions (publicly stated demands) and interests (underlying motivations) to avoid confusing the two
Look for solutions that address underlying interests even when positions seem irreconcilable
Set specific targets for what you want to achieve before entering the negotiation
Plan your opening offers in advance
Prepare compelling arguments and justifications to support whatever you will be asking for
Develop reasoning to explain why your requests are reasonable and should be accepted

Defining Negotiation (2025-10-06)

Recognize negotiation opportunities in everyday tasks like decision-making, problem-solving, and resource allocation
Apply negotiation skills to personal situations including household responsibilities and major life decisions
Develop negotiation abilities as a core leadership competency for creating impact and making a difference
Categorize upcoming negotiations by identifying the number of parties and issues involved
Use the party-issue framework to determine appropriate strategies before entering negotiations
Adapt your tactics based on whether you're dealing with competitive single-issue scenarios or collaborative multi-issue situations
Prepare different approaches for simple versus complex negotiation contexts
Think systematically about negotiation challenges across the spectrum of complexity rather than using one-size-fits-all approaches

Nik Nanos (2025-09-18)

Focus on developing strong mathematical and analytical skills as they can provide a foundation for various career opportunities
Be open to unexpected career paths that may emerge from your studies and personal connections
When conducting research or analysis, prioritize data and scientific methodology over personal opinions or intuition
If designing surveys, use random selection rather than volunteers to ensure representative results
Pay systematic attention to every step of your research process to maintain quality and consistency
Consider question order and context when designing surveys to avoid introducing bias into responses
Don't rely solely on margin of error statistics to judge survey quality - examine methodology and question design instead
When evaluating research proposals or studies, focus on repeatability and scientific rigor as key quality indicators
Be prepared to stand by your data and methodology even when results contradict expectations or popular opinion
Build connections within your field of study as they may lead to unexpected professional opportunities

Navigating the Public Service (2025-09-15)

Set aside personal political views when performing your job as a public servant and maintain non-partisan professionalism regardless of which party is in power
Focus on providing competent, capable information that enables collective decisions and actions within government
Understand how your minister and individual unit interprets commitments to reconciliation so you can effectively support that aspect of the public good
Provide quality information and evidence-informed advice to decision-makers rather than trying to define what the public good should be
Accept that you will sometimes disagree with political decisions but must professionally implement them within legal boundaries
Provide fearless advice by presenting enough information and evidence to allow decision-makers to make informed choices
Remember that ministers must consider multiple factors beyond just evidence, including political advice, public opinion, and conflicting information from other sources
Maintain professional integrity both online and offline while serving in your public service role
Build meaningful partnerships within the government structure to advance collective goals
Focus on loyal implementation of decisions made by your political masters while maintaining your professional standards

Canadian Energy (2025-09-15)

Study historical energy transitions to understand patterns and lessons that can inform current energy policy decisions
Recognize that energy transitions are normal and manageable processes that societies have successfully navigated multiple times throughout history
Develop expertise and skills necessary for energy transitions while anticipating and preventing unintended consequences in other sectors or regions
Leverage Canada's natural resource wealth and technological innovation history to lead in developing renewable energy technologies
Take advantage of Canada's sovereignty to make independent energy decisions that serve national interests rather than external powers
Prepare for increased global competition in energy markets by developing strategic advantages in renewable energy sectors
Consider both the benefits and costs of energy production when making policy decisions, ensuring that negative impacts on extraction communities are addressed
Build on Canada's existing experience with diverse energy sources to create a robust renewable energy portfolio
Plan for multiple major energy transitions over the next fifty years given the accelerating pace of change
Maintain awareness that successful energy transitions require careful planning to avoid displacing vulnerable populations or creating new forms of environmental or social injustice

Being Curious (2025-08-27)

Approach public service work with the foundational motivation of seeking answers about how the world works rather than relying on assumptions
Recognize and acknowledge gaps in your own knowledge instead of pretending to know everything about complex topics
Develop comfort with uncertainty and view not knowing everything as an opportunity for growth rather than a problem
Practice social curiosity by actively working with colleagues and team members to find answers and solutions collaboratively
Make evidence-based decisions by looking at data and research rather than relying solely on preconceived notions or personal biases
Ask "How will this affect the communities we serve" as your first question when making administrative decisions
Express empathy for both colleagues and the communities you serve by trying to understand their perspectives and needs
Stress the importance of continuous learning about your job tasks, role responsibilities, and the people you serve
Develop tolerance for only knowing partial information about complex topics while continuing to seek more complete understanding
Practice objectivity by recognizing your own biases and actively seeking evidence when faced with important decisions
View your job as fundamentally involving the search for knowledge rather than just completing routine administrative tasks
Express caring behaviors toward the individuals and communities your public service work is designed to help

Strategic Context (2025-08-25)

Conduct vulnerability assessments for your department or organization to identify where you might be exposed to supply chain disruptions or security risks
Consider security implications in all government work, regardless of whether you work in traditional security-related departments
Evaluate the trade-offs between efficiency and redundancy when making policy or operational decisions
Build backup systems and redundancy into critical operations and supply chains
Assess the security implications of connected devices and internet-enabled systems in your operations
Consider the geographic origins and supply chain paths of critical supplies and equipment
Evaluate whether domestic or allied-nation manufacturing options exist for essential items, even if they cost more
Review international partnerships and relationships through a security lens, not just an economic one
Stay informed about how global actors may be using technology platforms and supply chains for influence operations
Backup important data and systems, preferably using multiple methods including offline storage options
Consider the full lifecycle and potential weaponization of everyday technologies when making procurement decisions
Engage in ongoing education about geopolitical changes that may affect your area of responsibility

Procurement Process (2025-08-25)

Ask yourself first whether procurement is actually necessary to fulfill your identified need or if there are alternative ways to obtain what you require
Engage your department's procurement team early in the process and maintain frequent communication throughout
Clearly define your procurement requirements in specific terms that go beyond vague descriptions
Ensure you can explain your procurement need in terms that would be understandable to the general public
Consider accessibility standards when planning your procurement approach
Evaluate green procurement options and choose environmentally friendly alternatives when possible
Ensure your procurement process is open and fair, allowing all eligible vendors to participate
Before signing any contract, ask yourself if you would be comfortable defending the decision publicly or to Parliament
Stay actively involved throughout the entire procurement process rather than handing it off completely to the procurement team
Maintain awareness of your financial authorities and obligations as a business owner
Be prepared to justify how government funds are being used for your procurement
Define exactly what you're trying to procure with sufficient detail about specifications and requirements
Remember that you remain the technical expert on what you're buying while the procurement team provides process expertise
Consider multiple options for fulfilling your need before defaulting to procurement as the solution

Expenditure Management Cycle (2025-08-20)

Develop competencies in situational awareness, strategic thinking, and financial literacy as outlined in the Financial Management Competency Compass
Understand the expenditure management cycle fundamentals to provide better strategic advice to program managers, CFOs, and senior executives
Master the basics of financial processes since they become critical during complex situations like government prorogation
Participate in Treasury Board submissions by understanding how estimates and supplementary estimates work through the system
Build knowledge across all phases of the expenditure management cycle from planning through reporting for comprehensive understanding
Engage with central agencies by understanding their role in authorizing departmental spending requests
Prepare for unusual circumstances by having solid foundation knowledge that can adapt to changes like prorogation or special warrants
Take advantage of bilingual learning opportunities and simultaneous translation services for professional development

Mel Cappe (2025-08-14)

Establish and maintain strong interpersonal relationships with counterparts in other agencies and countries before crises occur
Conduct regular crisis exercises and simulations to prepare leadership for difficult decisions they may need to make under pressure
Ensure the right people with relevant expertise are available and positioned appropriately during crisis situations
Create comprehensive information gathering and reporting systems that can provide real-time situational awareness during emergencies
Develop continuity of government plans and practice implementing them through live exercises
When facing a crisis, immediately assess whether it will have broad impacts across all departments and include all relevant stakeholders in response planning
Practice making difficult decisions under time pressure, including scenarios that require authorizing extreme measures
Build redundant communication systems and protocols for when normal chains of command are disrupted
Establish clear accountability structures that define who reports to whom during crisis situations
Prepare for the economic and diplomatic consequences of crisis response measures, not just the immediate security concerns

Microaggressions (2025-08-14)

Educate yourself about the true history of colonization and its ongoing impacts on Indigenous peoples
Learn about government commitments to reconciliation and Indigenous peoples' rights
Speak up when you hear inappropriate or misinformed comments about Indigenous peoples
Take action and stand up against microaggressions even when it feels difficult
Acknowledge past harm done to Indigenous peoples and recognize its continuing negative consequences
Work toward building relationships of mutual respect with Indigenous colleagues and community members
Avoid telling Indigenous people to "get over" historical trauma or "move on" from colonial impacts
Listen to Indigenous voices and experiences rather than dismissing their concerns
Understand that reconciliation requires active participation from both Indigenous and non-Indigenous people
Be aware of how seemingly harmless comments can reopen wounds and damage trust in relationships

Bob W. Paulson (2025-07-31)

Develop clear jurisdictional frameworks and protocols when multiple agencies share overlapping responsibilities in critical infrastructure protection
Implement immediate action rapid deployment strategies for active shooter situations rather than waiting for specialized units to arrive
Establish unified command structures during multi-agency emergency responses to avoid confusion and coordination problems
Train security personnel to engage threats immediately while maintaining situational awareness and proper tactical formations
Create backup communication systems and information sharing protocols between agencies during crisis situations
Conduct regular joint training exercises between all agencies responsible for protecting critical government facilities
Develop contingency plans for protecting VIPs when primary protective services face jurisdictional limitations
Establish clear building clearing procedures and door-to-door protocols for large government facilities during security incidents
Implement comprehensive threat assessment procedures that account for multiple potential attack vectors simultaneously
Create standardized reporting and information flow systems to prevent confusion during rapidly evolving emergency situations

Health Care (2025-07-25)

Recognize that employer healthcare costs can represent up to 25% of total compensation when evaluating job offers or designing benefit packages
Consider offering flexible health spending accounts that allow employees to choose how to allocate their healthcare benefits rather than predetermined coverage options
Implement comprehensive mental health coverage following the federal government's example of $5000 annual coverage as it becomes table stakes for competitive employers
Explore telemedicine options as a mainstream offering for employee healthcare benefits, especially for routine and non-emergency medical consultations
Understand that preventative, proactive, and predictive healthcare approaches will be necessary to manage growing demand that exceeds supply capacity
Prepare for a shift from one-size-fits-all healthcare models to more personalized and individualized approaches to employee health and wellness programs

Transfer Procedures (2025-07-25)

Start by reading through the application guides provided by LAC for your institution to determine archival value
Contact your assigned LAC archivist if anything about archival value determination is unclear
Begin with basic information gathering using who, what, and when questions, being as specific as possible
Check boxes and labels on the outside of containers for identifying information
Look up acronyms found on records to determine their meaning, but provide acronyms to LAC even if you cannot decode them
Sample files from individual boxes to determine date ranges when exact dates are unknown
Provide estimated date ranges with explanations of how you reached those conclusions
Ensure your institution no longer needs the records and that retention requirements have been met
Verify there are no legal restraints like litigation holds or regulatory requirements preventing transfer
Check for any Treasury Board or other government policies that might prevent transfer
Use the transfer web form and inventory template available on LAC's website
Provide security classification information for all records being transferred
Indicate whether records have already been made available to the public
Identify any records where copyright is not held by the crown or items with high monetary value
Follow LAC's packaging, packing, and labelling requirements found in Appendix C of the transfer procedures
Request training from LAC on packaging requirements if needed
Create detailed inventories that specify which files or items are in which containers
Update inventory information and container numbers as you discover new materials during packing

Energy Contexts (2025-07-24)

Monitor China's upcoming Five-Year Plan to assess their seriousness about meeting carbon reduction targets
Consider cooperation opportunities with China as the global clean technology leader or develop competitive advantages to compete effectively
Recognize that Western countries need to either collaborate with China's clean tech dominance or significantly improve their own competitive positioning
Understand that clean energy transitions must balance environmental goals with economic growth requirements
Account for national security benefits when evaluating clean energy investments, particularly regarding import dependency reduction
Examine how government incentives like reduced bureaucratic wait times and tax benefits can accelerate clean technology adoption
Consider the entrepreneurial and innovation factors behind China's success rather than attributing it solely to state support
Prepare for the reality that coal may remain part of the energy mix in the short term while transitioning to cleaner alternatives

Gary A. Bolles (2025-07-24)

Focus on developing practical strategies for immediate next steps rather than getting overwhelmed by long-term future predictions.
Cultivate a hopeful vision for the future while prioritizing information that helps you make good life decisions in the near term.
Recognize and account for cognitive biases that cause you to over-optimize for near-term decisions when planning for change.
Prepare yourself mentally for the accelerating pace and scale of technological change rather than just focusing on specific technologies.
Develop learning agility and maintain a learning mindset to stay relevant as technology and work environments evolve rapidly.
Step back from your professional title and identify the transferable skills you possess rather than defining yourself solely by your job role.
When facing career transitions, reframe your identity from being "a profession" to being "a person with the skills of that profession" to see new opportunities.
Analyze the problems you solve and tasks you perform in your current work to understand how these capabilities might transfer to other environments.
Invest time in understanding how artificial intelligence and exponential technologies are affecting your specific industry and organization.
Consider taking courses on strategic agility and developing workforce skills for the age of AI to prepare for ongoing changes.
If you work in a specialized field like public service, medicine, teaching, or military, actively work to understand how your skills translate outside your immediate environment.
Build a portfolio of work and diverse interests rather than relying solely on a single professional identity or career path.

Aging (2025-07-24)

Adopt a futures mindset by starting with possible future scenarios and working backwards to determine what policies are needed today, rather than simply projecting current trends forward.
Examine your organization's institutions and policies to identify which ones are still based on the 1950s paradigm of short post-retirement lifespans and redesign them for longer-lived populations.
Recognize the economic power of the over-50 population as a major market force equivalent to the third largest global economy and adjust business strategies accordingly.
Challenge ageist assumptions in your workplace and community by questioning imagery, language, and policies that marginalize or stereotype older adults.
Consider how to harness the wisdom and accumulated knowledge of older workers as valuable assets rather than viewing aging solely as knowledge accumulation.
Reimagine physical spaces and built environments to support people who will live and remain active much longer than previous generations.
Develop policies that give older adults more power and agency over their end-of-life decisions and experiences rather than focusing solely on avoiding death.
Create inclusive campaigns and communications that portray aging with diverse, positive imagery rather than relying on stereotypical representations.
Examine how your organization can support multiple personal reinventions throughout older age rather than treating retirement as a single transition to reflection.
Consider how longevity escape velocity and dramatically extended lifespans might require completely new frameworks for career planning, education, and social programs.
Collect and analyze signals of emerging change in aging rather than only responding to established trends that have already manifested.
Address sexuality and identity issues for older adults by creating space for emancipation from historical traumas around sexual identity.
Design services and products specifically for the growing super-aged population rather than treating older adults as an afterthought in planning.
Identify your organization's preferred future for what society looks like with an aging population and work backwards to implement necessary changes today.
Challenge conventional definitions of young and old in your policies and practices, recognizing these categories are becoming obsolete.

Wisdom for Young Public Servants (2025-07-17)

Cultivate your own curiosity about the work and commit to continuous learning both broadly and deeply.
Value the unique contribution you make by recognizing that you bring skills and perspectives that were not present before you joined.
Think about how to integrate economic prosperity, social solidarity, and environmental sustainability in your work rather than treating them as separate priorities.
When starting your career, look around for interesting and challenging jobs if your first position does not meet those criteria.
Take chances and trust your gut instinct when opportunities arise, being willing to take leaps of faith.
Try out opportunities you may not have initially considered or known about before experiencing them.
Understand what your institution is fundamentally about and what it is responsible and accountable for, regardless of your specific role.
Internalize why you are doing your work and assess whether you are passionate about it, because if you are not, you should consider working elsewhere.
Follow work that is interesting, different, and that other people are not necessarily trying to do.
Take as much time as possible to ensure your recommendations and advice have a solid foundation, despite time pressures.
Put your head down and work hard, as people will eventually recognize your efforts and create opportunities for advancement.
Focus on actually delivering concrete results rather than just talking about work or being part of the furniture.
Establish a clear narrative of what you have personally delivered that you can be proud of and that others will recognize.
Never be cynical in your approach to public service work.
Never take your work for granted or do it halfway, always going the extra mile because you work for Canadians.
Remember that being a public servant is an honor and that your job can make a real difference.
Abide by public service values of respect for democracy, respect for people, integrity, excellence, and stewardship regardless of where you are in the organizational structure.
If you are in a leadership position, walk around office spaces, sit in cubicles with junior employees, and thank them for their service.

Janice Stein (2025-07-10)

Pursue education and learning for its own sake and intellectual interest, not just for practical career outcomes, as demonstrated by Stein's mother who studied law despite being unable to practice.
Seek out teachers and mentors who can fundamentally change how you see the world, opening your eyes to new perspectives rather than simply transmitting information.
When studying history or any subject, look beyond the obvious surface events like wars and diplomacy to understand culture, society, families, and the broader human experience.
Recognize that many things we take for granted today, such as borders and nation states, are relatively recent human inventions rather than natural or permanent features of society.
Understand that sovereignty involves a fundamental bargain where governments provide security and safety in exchange for the right to govern and collect taxes from citizens.
Remember that freedom of movement and labor mobility have actually decreased in some ways compared to earlier historical periods, challenging assumptions about modern globalization.
When dealing with defeated adversaries or struggling nations, invest in helping them rebuild their economies and societies rather than imposing punitive measures, as demonstrated by the success of the Marshall Plan versus the failure of post-World War I reparations.
Recognize that thriving, healthy societies with strong economies are the most important security guarantee against radicalization and conflict.
Understand that impoverishment and economic devastation create fertile ground for radicalization and extremism, making economic development a critical component of security strategy.
Build both international institutions for cooperation and collective security alliances as complementary approaches to preventing conflict, rather than relying solely on one mechanism.
Learn from history that punishing defeated nations economically can lead to hyperinflation, destruction of the middle class, and conditions that enable the rise of extremist movements.
Recognize that mass, strategic depth, and the ability to endure suffering can overcome technological and tactical superiority in warfare, as demonstrated by the Russian victory over Germany.
Understand that different nations and actors contribute different strengths to collective efforts, whether brains, money, or sacrifice, and that success often requires combining these complementary contributions.
Be aware that isolationist sentiment and the desire to avoid foreign entanglements can prevent necessary action even when stakes are high, and that dramatic events may be required to overcome such attitudes.
Pay attention to early warning signs of expansionism and territorial ambitions, as demonstrated by the Soviet occupation of Eastern Europe that Churchill identified in his Iron Curtain speech.
Prepare for the possibility of conflict even in the immediate aftermath of devastating wars, as former allies can quickly become adversaries when their strategic interests diverge.

Red Dress Day 2025 (2025-07-09)

Take a moment to know and acknowledge the Indigenous territory you are on to show respect and awareness.
Contact the Missing and Murdered Indigenous Women, Girls, and 2SLGBTQI+ people support line at 1-844-413-6649 if you need help or support when dealing with disturbing content related to these issues.
Speak up immediately if you suspect anyone is being harmed, regardless of your age, as this is a responsibility everyone shares in creating safety.
Alert school or workplace officials when you notice suspicious behavior or persons approaching children or vulnerable individuals.
Raise awareness about violence against Indigenous women, girls, Two-Spirit, and gender-diverse people in your community, recognizing that this issue can affect anyone anywhere.
Educate younger people about their responsibility to protect others and speak up when they witness potential harm.
Support the retention and practice of Indigenous languages and cultures as these are important when addressing community issues and connection to the land.
Participate in traditional ceremonies and cultural practices that teach protective responsibilities and community values.
Recognize and address the correlation between poverty and violence by supporting initiatives that provide housing and resources to unsheltered Indigenous populations.
Support culturally-responsive and trauma-informed approaches when working with Indigenous children, families, and survivors affected by violence.
Advocate for distinctions-based approaches that respect the unique needs of First Nations, Métis, Inuit, and urban Indigenous populations.
Create low-barrier, easily accessible processes when providing support and resources to families affected by MMIWG2S+.
Engage with matriarchs, elders, and knowledge keepers when developing policies and programs that affect Indigenous women, girls, Two-Spirit, and gender-diverse people.
Work toward personal healing as a contribution to the larger healing of communities and Mother Earth.
Practice gratitude and thanksgiving for all elements of creation and strive to live in peace and unity while honoring everything.

Defining Leadership, Episode 2 (2025-07-04)

Walk the talk by living and demonstrating the values and principles you espouse rather than just talking about them.
Encourage internal discussion and debate within your organization rather than stifling dialogue.
Create decision-making environments where team members can bring their expertise and contribute effectively.
Listen actively to what your team members are saying and accept their input, especially when they have relevant expertise.
Practice humility by not dominating conversations or putting yourself at the center in ways that prevent others from contributing.
Take whatever space is provided to you at your current level and use it to bring people together to solve problems.
Focus on creating an environment where people working for you can perform better and accomplish more than they would without your leadership.
Recognize the limits of your own competence and enable specialists and experts on your team to do their jobs effectively.
Facilitate good decision-making processes throughout your organization rather than trying to make all decisions yourself.
Serve as the best example you can be to help others succeed in achieving organizational goals.
Be prepared to make difficult decisions and do difficult things when leadership requires it.
Remain open and listen well before inserting yourself too early into discussions or decision-making processes.
Work to avoid mistakes by gathering input before making final decisions.
Bring your team along with you when making decisions so they understand and support the direction.
Adapt your leadership style to the situation, knowing when to take charge, step back, be caring, or be tough as circumstances require.
Keep the ultimate goal in focus of bringing positive change and helping your organization accomplish what it needs to do.

Evaluations for Program Managers (2025-07-02)

View evaluations as learning and improvement opportunities rather than merely compliance exercises or burdens disconnected from your day-to-day work.
Explain to evaluators what you want to use the evaluation findings for, including how you plan to reach clients, improve efficiency, or support resource requests.
Collaborate closely with evaluators to help them understand your program needs, deadlines, and objectives so they can adapt their methodology accordingly.
Explore the full range of evaluation methodologies available, including both quantitative and qualitative approaches, rather than assuming evaluations are purely quantitative.
Use evaluation findings to identify opportunities to improve how you reach program clients and run programs more efficiently.
Gather evidence from evaluations to support requests for additional resources when needed.
Participate in evaluation synthesis efforts to identify systemic issues and trends across multiple programs that can inform strategic planning.
Use evaluation insights to inform medium-term planning and human resources strategy, such as addressing high staff turnover or inflexible terms and conditions.
For newer or innovation-type programs, approach evaluations as opportunities to test initial assumptions about how change would occur and make necessary adjustments.
Build partnerships with evaluators while ensuring they maintain objectivity and neutrality throughout the evaluation process.
Work with evaluators to co-develop evaluation terms of reference to ensure the right questions are asked and stakeholder experiences are respected.
Leverage your relationships with partners and key stakeholders to facilitate evaluator access and engagement throughout the evaluation process.
Actively seek community participation in evaluations, particularly from those who benefit from your programs, recognizing them as experts with the strongest voices.
Design your data requirements early in program development rather than waiting until evaluation time.
Integrate data collection requirements into your program structure from the beginning and keep performance information profiles updated.
Work closely with Chief Data Officers and results and delivery teams when developing Treasury Board submissions to ensure appropriate performance indicators are established.
Prepare concrete statistics about client numbers served and program impacts to support decision-making and program renewals.
Explore new technologies to improve your ability to link data sources and analyze unstructured data for evaluation purposes.
Use foundational data sources like census data and relevant surveys to conduct longitudinal studies of program impact over time.
Incorporate qualitative data collection methods, including individual and small group conversations with partners and key informants.
Consider evaluation methods centered in Indigenous worldviews when working with Indigenous communities or culturally significant programs.
Be open to different ways of gathering data and different forms of evidence, including artistic expressions and cultural artifacts from program clients.
Examine your own biases about what constitutes good data and remain open to diverse forms of credible evidence.
Apply concepts like two-eyed seeing to combine Indigenous knowledge systems with Western evaluation methods for more comprehensive assessments.
Recognize and use evaluation documentation as a valuable record of your program's history, purpose, and evolution.

Strong Leadership (2025-06-27)

Recognize that leadership is not confined to formal positions of authority and seek opportunities to lead at your current level in the organization.
Develop and nurture leadership skills early in your career, as organizations are actively recruiting and looking for individuals with leadership potential at all levels.
Focus on articulating and communicating organizational vision to colleagues and team members, even if you are not the one setting the vision.
Work to keep your team members motivated and inspired through your leadership approach, recognizing that people leave bosses rather than organizations.
Embrace collaborative and distributed leadership approaches by working across levels of government, with counterparts in other jurisdictions, and with private and non-profit sector partners.
Scale your leadership behaviors appropriately to your position, demonstrating strategic leadership through behavioral indicators suitable to your role and level.
Avoid conflating leadership solely with hierarchical position and recognize that effective leadership can come from individuals at any organizational level.
Provide policy innovation and ideas to support political leaders who may not have specialized expertise in running complex government departments.
Focus on achieving greater efficiency and effectiveness in program and service delivery as a core leadership responsibility.
Build solid foundations in leadership competencies that will allow you to grow and develop as you advance in your public service career.

David Dodge (2025-06-24)

Consider graduate education if fellowship funding makes it financially comparable to entry-level employment, as this can open different career paths without financial sacrifice.
When facing ambiguous career choices, do the arithmetic on your actual financial position to make rational decisions between different opportunities like graduate school versus immediate employment.
Seek out mentors and professors who are engaged with real-world policy issues rather than purely academic concerns if you're interested in practical applications of your field.
Be willing to follow assignments from senior leadership even when they take you away from your primary interests, as these lateral moves can provide valuable broader perspective and unexpected opportunities.
Build relationships across political and institutional boundaries, as shared educational backgrounds or professional networks can create opportunities years later even without close personal connections at the time.
When working on major policy initiatives like tax reform, frame revenue replacement options as necessary complements to desired tax reductions rather than as separate unrelated policies.
Recognize when multiple major policy initiatives cannot be pursued simultaneously and prioritize sequencing them strategically, even if it means delaying implementation of well-developed plans.
When entering a new leadership position, take time to understand the fiscal and operational realities before committing to campaign promises or inherited plans that may not be feasible.
Listen carefully to career public servants and experts who explain constraints and realities, even when their message conflicts with your political agenda or promises.
When facing a crisis of confidence from markets or the public, be prepared to move much further and faster than your initial incremental steps, recognizing when bold action is required.
Understand that gaining fiscal capacity is not just about accounting but about creating room for government to be a positive force in society and deliver on important priorities.
When working on complex policy areas like healthcare, look beyond immediate service delivery issues to examine underlying structural and population health factors that drive outcomes.
Connect social policy objectives with economic growth considerations rather than treating them as competing priorities, finding ways to design programs that support both goals simultaneously.
Invest in information infrastructure and data systems as foundational elements that enable better policy decisions and program delivery across government.
Create decision-making processes that encourage experts to bring their knowledge to bear without feeling shut down, and resist the urge to insert your own views too early in discussions.
Demonstrate humility as a leader by not always putting yourself at the center of every discussion, which allows fuller debate and better surfaces potential mistakes before decisions are finalized.
Build consensus by ensuring your team feels heard and involved in decision-making processes, which helps bring people along with final decisions even when they might have preferred different approaches.
Apply consistent leadership principles across public and private sectors, recognizing that fundamentals of good management and decision-making transcend the specific organizational context.
When leading diverse coalitions with different ideological perspectives, invest continuous effort in maintaining unity and finding common ground rather than allowing factions to pull apart.
Gain experience across different policy domains rather than specializing too narrowly, as breadth of experience helps you understand connections between areas and qualify for broader leadership roles.

Inuit Nunangat Policy (2025-06-24)

Use the Inuit Nunangat Policy as an educational tool to learn about Inuit and the Inuit homeland if you are a federal public servant.
Adapt your policies and programs to ensure they are implemented in ways that will achieve successful outcomes for Inuit across Inuit Nunangat.
Take a horizontal approach when developing initiatives, creating cooperation between multiple departments and federal agencies rather than creating isolated secretariats.
Ensure that Inuit-focused initiatives have adequate power and funding, avoiding the marginalization that occurred with previous models.
Participate in training opportunities to increase awareness of Inuit context and needs if you are a public servant.
Work collaboratively with Inuit Treaty organizations and maintain positive working relationships even through leadership changes.
Secure sufficient resources when developing funding initiatives to ensure they can be successful in an Inuit Nunangat context.
Avoid making assumptions based on pan-Indigenous approaches or Canadian mainstream programming that do not account for the unique Inuit homeland context.
Maintain consistent representation in central agencies during preparation of cabinet documents and Treasury Board submissions to ensure Inuit perspectives are included.
Honor legal obligations outlined in treaties negotiated with Inuit across Canada to avoid litigation and dispute resolution.
Recognize and respect the distinct nature of Inuit lands and treaties when developing policies and programs.
Support the implementation of the cabinet directive for the Inuit Nunangat Policy to sustain momentum as a public service priority.
Engage with Inuit governments and ensure they are recognized within the Canadian democratic system.
Develop models and initiatives that meet the distinct needs of different Indigenous peoples rather than applying one-size-fits-all approaches.

Canada's Adaptability (2025-06-19)

Recognize that Canada is entering a period of turbulence that will likely last for the balance of this century and prepare accordingly for sustained challenges.
Monitor key indicators on your political dashboard including whether politics is becoming continuous crisis management, whether Canada is becoming dependent on other countries, whether the country is experiencing stagnation, and whether internal pressures are threatening national unity.
Develop and strengthen institutional capacity for anticipation by looking ahead to identify challenges that are coming not just next year but in the coming decades.
Build capacity for inventing national strategies that address multiple challenges simultaneously rather than dealing with issues in isolation, creating what scholars call a grand strategy.
Focus on building political agreement at two levels: among the political class and leadership groups across all levels of government, and among the general public to ensure support for national strategies.
Strengthen bureaucratic capacity for execution by ensuring government agencies can effectively translate strategies into action through building new institutions and programs while dismantling outdated ones.
Address the coordination problem inherent in Canada's decentralized system by actively working to align various levels of government, private actors, and other stakeholders toward common national objectives.
Combat short-sightedness in democratic decision-making by creating mechanisms that encourage long-term thinking beyond the next election cycle.
Reinvest in forward-thinking institutions such as large-scale royal commissions or similar mechanisms that can explore where the country is heading and how to address future challenges.
Consider establishing or re-establishing standalone commissions similar to the former Economic Council of Canada that are dedicated to thinking about the country's long-term prospects.
Reduce over-reliance on political parties for big-picture strategic thinking about national direction and instead build independent capacity for this type of analysis.
Reinstitutionalize First Ministers Conferences or similar domestic summit mechanisms as regular practices for building agreement among national leaders rather than convening them only during emergencies.
Invest deliberately in maintaining a healthy public sphere where Canadians can communicate with each other and discuss national priorities in a civil and productive manner.
Apply the same level of serious consideration to digital communication technologies that was historically applied to radio, television, and cable to preserve a distinctive Canadian communication space.
Attend proactively to the potential vulnerabilities of the Canadian political system rather than waiting for crises to force attention to these issues.

Serving Canada (2025-06-18)

Work with the United States when it is mutually beneficial, recognizing that cooperation remains valuable in areas of shared interest despite broader geopolitical tensions.
Work around the United States when it serves Canada's interests, developing alternative strategies and partnerships that reduce dependence on the American relationship.
Work with other countries to protect Canadian sovereignty, building coalitions and relationships that strengthen Canada's position in a reconfigured global order.
Identify key interventions that will help Canada regain economic sovereignty in the coming weeks and months, focusing on concrete measures that reduce vulnerability to external pressure.
Accelerate changes that were needed in any event, using the current crisis as an opportunity to implement reforms that have been delayed or blocked in normal circumstances.
Address issues that previous administrations and public servants were unable to resolve, taking advantage of the urgent context to overcome traditional obstacles to reform.
Reduce interprovincial trade barriers to strengthen Canada's internal economic integration and create a more unified domestic market.
Open up to global markets beyond the United States to diversify trade relationships and reduce dependence on a single partner.
Strengthen Arctic security to protect Canadian sovereignty in a region of increasing geopolitical importance.
Generate products and services that the world needs on terms the world will accept, focusing on competitiveness and meeting genuine international demand.
Prepare for discussions with ministers about the first Speech from the Throne and budget with a comprehensive understanding of the geopolitical context and economic challenges.
Recognize that playing the long game is essential for Canada in its asymmetrical relationship with the United States, requiring strategic patience and smart positioning.
Protect against economic, political, and psychological warfare by building resilience across multiple dimensions of national security and sovereignty.
Guard particularly against technological warfare vulnerabilities by strengthening cybersecurity and technological independence.
Work to prevent mischief aimed at undermining Canadian unity, recognizing this as potentially the greatest threat facing the country.
Build consensus across political lines on key strategic priorities, leveraging the rare agreement revealed during the election campaign on issues like interprovincial barriers, global market access, and Arctic security.

Susan Cartwright (2025-06-12)

When pursuing career opportunities, be open to taking on challenges even if they seem impulsive or outside your initial plans, as unexpected opportunities can lead to fulfilling careers.
If you feel disconnected from broader professional networks due to specialized work, actively seek opportunities to work in different areas or departments to expand your connections and knowledge.
When taking on a major project without prior experience in that specific area, view your lack of knowledge as a potential advantage that allows you to approach the work without preconceived notions of limitations.
When facing tight deadlines and complex projects, avoid trying to replicate existing expertise by building a large team; instead, create a small coordinating team that harnesses the knowledge and energy of specialists across the organization.
If you work with difficult leaders, analyze what makes them ineffective and make conscious commitments to yourself not to repeat those same behaviors when you are in leadership positions.
When leading, ensure you demonstrate the values and behaviors you espouse rather than just talking about them, as actions speak louder than words.
Be willing to take on assignments you are not initially enthusiastic about, as they may turn out to be among the most interesting and valuable experiences of your career.
When implementing legislation or policy, focus on the fundamental purpose and substance rather than allowing it to be oversimplified or mischaracterized in communications.
Maintain an awareness of the public interest in your work rather than pursuing passionate advocacy for particular positions, recognizing that serving the broader public good is the primary responsibility.
Base your decisions and recommendations on facts, information, and the experiences of others rather than personal preferences or ideological positions.
If you identify problems in an organization through research or review, be prepared to help implement solutions even if it means working in that organization, rather than simply criticizing from the outside.
When facing health challenges or other limitations, be honest about what roles are feasible for you and propose alternatives that allow you to contribute meaningfully without overextending yourself.
Remain open to evolution and change in your profession and organization, recognizing that as society changes, institutions must also adapt to remain effective and relevant.

Indigenous Inclusion and Well-Being (2025-06-11)

Take a moment to recognize and acknowledge the traditional territory you are on when participating in events or meetings.
Voice concerns and issues in the workplace rather than silently leaving, as organizations need to hear about problems to address them and improve retention.
Seek out and value traditional Indigenous knowledge, particularly as it relates to current challenges like climate change and species extinction.
Learn about Indigenous languages and the extensive knowledge they contain, recognizing them as repositories of traditional wisdom.
Remember that humanity is connected through sharing the earth and its elements (water, fire, air, earth) regardless of differences in backgrounds, beliefs, or cultures.
Recognize your role as a caretaker of the earth and elements in both personal and professional contexts.
Create opportunities for storytelling in the workplace to allow people to express themselves and their truths.
Approach workplace discussions with discernment rather than judgment when people share their stories and experiences.
Integrate Indigenous teachings and perspectives into public service work to create more inclusive and human-centered approaches.
Braid together different cultural perspectives and experiences to create shared understanding in diverse workplaces.
Prioritize people first, then process when designing and implementing workplace practices and policies.
Create safer spaces where people can bring their authentic selves to work.
Practice inclusion as an ongoing action through inviting people, asking questions, and actively interacting rather than treating it as a static concept.
Tell and retell stories as a way of learning, finding new ways forward, and building understanding over time.
Work toward a more humanized public service by connecting people with purpose and empowering them.
Engage with Elders and knowledge keepers from different Indigenous Nations to broaden understanding and perspectives.
Recognize that creating inclusive, people-centered workplaces is fundamentally about human connection that applies beyond just Indigenous contexts.

Munir Sheikh (2025-06-05)

When you witness false attribution that damages your institution's reputation and integrity, consider whether resignation is necessary to send a clear signal and protect the organization's credibility.
Distinguish between resigning because the government rejected your advice versus resigning because the government falsely attributed its decision to your recommendation, as these are fundamentally different situations.
When writing a resignation letter involving confidential information, frame sensitive issues in technical terms that communicate your position without revealing privileged details.
Provide the best possible advice to decision-makers and then do your best to implement their decisions regardless of whether they align with your recommendations, as this is the proper role of public servants.
Recognize that elected governments have the right to make decisions and reject public servant advice, and accept this as part of the democratic process rather than a reason to resign.
When facing a difficult career decision, consult with your family and trusted loved ones for support and perspective before making a final choice.
After leaving a career position, return to ideas and causes that mattered to you earlier in life as potential avenues for continued public service and meaningful contribution.
Consider using fiction writing as a medium to communicate harsh realities that may be difficult to convey through academic or professional writing.
If transitioning from technical or academic writing to fiction, seek formal training through writing academies or courses to develop the necessary storytelling skills.
Allow yourself adequate time to complete meaningful creative projects, recognizing that major works may take many years to develop properly.
Use your professional experiences and observations about governance and power to inform creative work that addresses important social and political issues.
Read books like "Islamabad: A Tale of War and Love" that explore how governments can adversely affect their citizens' lives to better understand these dynamics.
Stay aware of how many countries around the world are experiencing governmental harm to citizens and recognize this as an ongoing global issue requiring attention.
Support family unity and love as mechanisms for dealing with adversities created by larger systemic or governmental problems.
Wake up to the reality that bad governance destroying citizens' lives cannot be allowed to continue and take action to address this issue in your sphere of influence.

Ethical Practices (2025-05-27)

Take time to conduct due diligence and develop justifications for decisions rather than rushing to apply rules without reflection.
Engage in philosophical analysis about how to apply values to specific situations rather than always seeking rigid rules.
Participate in values-driven analysis that allows for creative and reflexive decision-making in complex situations.
Ensure that compliance is properly overseen and enforced at all levels of management, particularly at senior levels.
Work to strike a balance between compliance requirements and the freedom to take risks and make mistakes.
Establish clear baseline expectations for ethics training and engagement across the entire public service.
Ensure that all departments provide standard onboarding that includes ethics training as a foundational component.
Engage regularly with resources offered by the Canada School of Public Service and treat this engagement as a priority.
Managers should pause on a yearly basis to consider whether it's time to renew ethics training or offer public servants opportunities to re-engage with training.
Departments should be creative and forward-looking with ethics training during innovative cycles or when facing new challenges.
Equip yourself with cutting-edge tools and training so you can have confident conversations about ethical decision-making.
Focus on being as thoughtful and informed as possible to justify your decision-making, even when perfect outcomes cannot be guaranteed.
Move beyond simply reading codes or checking boxes, and instead engage in immersive, practical ethics training.
Participate in simulated challenges and problems that require you to make decisions and justify them in practice.
Integrate ethics discussions into regular workplace culture rather than treating them as standalone training events.
Share ethical challenges you've grappled with in informal settings like lunch talks to normalize ongoing ethics conversations.
Present case studies from your recent experiences to help colleagues learn from real situations in a low-stakes environment.
Have small conversations often about new ethical challenges rather than only discussing ethics during crises or dilemmas.
Explicitly incorporate ethical leadership into competency assessments for executives in a meaningful way.
Communicate clearly about how the Code of Values and Ethics is integrated into performance evaluations at different levels.
Make accountability processes visible so public servants can see that leaders are being held to the same standards.
Create, maintain, and foster space for risk-taking within your organization to enable innovation and better service delivery.
Be more permissive of risk-taking and mistakes when working with imperfect information or during innovative periods.
Apply a greater compliance focus when you have better information and risks are more calculated.
Remain flexible in your approach to balancing risk-taking and compliance, recognizing that the appropriate balance will shift over time.
Revisit your organizational culture with respect to compliance regularly, not just during scheduled reviews.
Evaluate individual files and situations to determine whether they require more flexibility for risk-taking or more structured compliance.
Discuss challenging files as a team to determine collectively how much flexibility and space for risk is appropriate.

Margaret MacMillan (2025-05-26)

Study both history and political science together to gain complementary perspectives, using political theories to test historical patterns while grounding theoretical concepts in specific historical contexts.
When analyzing war or conflict, use a narrow and precise definition focusing on organized violence with clear purposes rather than applying the term metaphorically to unrelated activities.
Recognize that successful warfare requires discipline and organization rather than emotion or rage, prioritizing controlled action over passionate response.
When building or leading teams in high-stakes situations, select members who demonstrate duty and responsibility over those motivated primarily by anger or personal vendetta.
Read classical texts like Homer's Iliad to understand timeless aspects of human conflict, including impacts on civilians, warrior psychology, and the consequences of war beyond the battlefield.
Consider multiple perspectives when studying conflict, including not just warriors and leaders but also civilians, families, and communities affected by violence.
In negotiations or conflicts, be aware that power dynamics often matter more than appeals to fairness or neutrality, as demonstrated by the Melian Dialogue's harsh realism.
Examine how organizational development and state capacity historically emerged from the need to conduct warfare, applying this understanding to analyze modern institutions.
When teaching or learning about war, avoid romanticizing rage or violence and instead emphasize the importance of purpose, discipline, and organization in any serious endeavor.
Study archaeological evidence and ancient sources to understand how human settlement patterns and property ownership created conditions for organized conflict.
Balance idealism with realism when analyzing international relations, recognizing that while moral principles matter, power relationships fundamentally shape outcomes between states and groups.

Career in the FPS (2025-05-26)

Visit the GC Students wiki page to access comprehensive information, video lessons, one-pagers, and answers to common questions about student contracts and career opportunities.
Join the GC Students Network by searching for them online to access their resources and stay connected with updates about events and opportunities.
Follow GC Students on their social media platforms to receive notifications about upcoming networking events, learning opportunities, and important announcements.
Attend both virtual and in-person networking events hosted by GC Students to connect with other students across the Government of Canada who share similar areas of study or work.
Explore the Federal Youth Network's YouTube channel to access video resources and information sessions that address common student questions and challenges.
Connect with other networks throughout the Government of Canada beyond GC Students to expand networking opportunities and find mentors in your field.
Create and maintain professional profiles on LinkedIn and Facebook to connect with relevant professional groups and increase visibility to potential employers.
Write an elevator pitch for your professional profiles that effectively sells your capabilities and skills to employers seeking full-time, part-time, or student positions.
Join relevant groups on LinkedIn and Facebook that relate to your area of work or field of study to discover job opportunities and receive career advice.
Participate in community activities within your department or agency to build informal networking connections and gain face-time with other professionals.
Look for and join networks within your specific department or agency, as well as broader networks like GC Students and the Federal Youth Network.
Seek out mentorship opportunities through networking activities to gain guidance, advice, and support for your career development and job search.
Attend information sessions and events hosted by GC Students that cover topics like the application process, recruiting systems, and student bridging.
Take advantage of IPAC's free event registration for students to expand your learning and networking opportunities across the public sector.
Apply for graduate student membership at IPAC if you attend one of their campus partner schools to access additional resources and benefits.
Read IPAC's academic journal and attend sessions presented by journal authors to gain insights into current public administration topics and trends.
Check IPAC's job board regularly for potential positions within municipal, provincial, and federal government levels.
Join one of IPAC's 18 regional offices across Canada to build your local network and connect with public sector professionals in your area.
Develop strong collaboration skills by practicing working with diverse teams and across different departments or organizations.
Build problem-solving abilities by actively seeking opportunities to address challenges creatively and think differently about approaching issues.
Learn about artificial intelligence and its applications in government by attending IPAC's four-part series or other educational programs on the topic.
Practice pivoting quickly by developing flexibility in your approach to work and being ready to change direction when new policies or operational needs arise.
Share your knowledge of emerging technologies like artificial intelligence with colleagues who may benefit from your expertise.
Consider the Federal Public Service as a viable career option regardless of your field of study, as diverse opportunities exist across all areas of interest.
Reach out to IPAC or visit their website if you have additional questions about navigating your public sector career.
Use the thumbs down or feedback mechanisms to provide input to networks and organizations about your experience and needs as a student.

Deliberative Public Engagement (2025-04-16)

Frame policy problems in ways that resonate with your specific audience's interests rather than using abstract or disconnected terminology that fails to engage them.
Break down large complex policy problems into smaller sub-policy problems to make engagement more manageable and relevant to people's specific concerns and available time.
Assess whether a policy problem is structured with clear science and established values or complex with uncertainty before deciding on the level of public engagement needed.
Build trust with the public by being transparent about affiliations and funding sources to avoid perceptions of manipulation or industry influence.
Identify and leverage policy windows of opportunity when they are open due to legislative changes, elections, or advocacy efforts rather than attempting engagement when the window is closed.
Use social and behavioral science techniques to attract interest in policy problems that people might not naturally engage with, such as through creative content or relatable examples.
Avoid using technical jargon or terms with specific professional meanings that the public might interpret differently, as this creates a policy paradox that can erode trust.
Create spaces for social learning where people can listen to one another, engage with interdisciplinary science, and learn together about complex issues.
Use inclusive methodologies that incorporate all concerns without excluding perspectives, ensuring diverse voices are heard in the engagement process.
Connect abstract policy problems to concrete, relatable experiences, such as linking radiation exposure to medical X-rays when discussing nuclear energy policy.
Distinguish between general public engagement and constitutionally protected consultation rights for Indigenous peoples, ensuring the latter are never subordinated to general engagement frameworks.
Aim for public judgment rather than public opinion by emphasizing values and ethics in your engagement processes.
Recognize that consensus does not require one hundred percent agreement and that opposition to complex policy solutions will always exist.
Develop engagement strategies that consider both scientific uncertainty and the diversity of social values related to the policy problem at hand.
Evaluate past engagement efforts to learn what worked and what didn't, using frameworks like the split ladder to improve future strategies.
Focus on creating fair discursive spaces where alternatives can be weighed appropriately rather than seeking unanimous agreement on contentious issues.
Consider policy mixes rather than single isolated policies when developing engagement strategies, as different problems require different approaches.
Use current events like climate-related disasters to create teachable moments and opportunities for meaningful engagement on related policy issues.

What It Means to Be a Public Servant (2025-03-03)

Learn the history of the Indigenous peoples in your local area wherever you work
Take pride in being a public servant and recognize your role in serving democracy
Deliver excellence and demonstrate integrity in all work interactions with the public
Exercise sound stewardship of taxpayer dollars in all financial decisions
Provide honest, evidence-based advice to leadership even when it presents challenges
Support government decisions professionally regardless of personal beliefs
Engage in candid conversations about mental health and workplace safety
Seek out different points of view and reflect on diverse perspectives before making decisions
Communicate decisions clearly along with their rationale to team members
Prepare for change by analyzing trends and predicting scenarios for future planning
Accept uncertainty and develop comfort with unknown challenges that may arise
Discuss your role during electoral periods if you're new to public service
Update your organization's code of conduct to reflect current values and practices
Prepare departmental reports on disclosure of wrongdoing and misconduct procedures
Require employees to submit annual conflict of interest declarations
Incorporate accountability measures for progress on anti-racism and inclusion initiatives
Continue values and ethics dialogue beyond formal conferences through ongoing discussions
Hold yourself to high standards in all aspects of public service work

Our Journey to Date, Our Journey Ahead (2025-03-03)

Consider the impact of decisions on the next seven generations when making policy choices
Maintain balance between emotional, physical, spiritual, and mental aspects in your work and change management approaches
Include spiritual connection and reflection as part of professional development and decision-making processes
Approach values and ethics discussions with dedication and enthusiasm at all levels of your organization
Share best practices with colleagues across departments and agencies
Learn from failures and situations that didn't go as hoped rather than avoiding difficult conversations
Set specific goals for values and ethics initiatives and hold yourself and your organization accountable for progress
Report back on progress for both values/ethics work and anti-racism, equity, and inclusion efforts
Participate actively in ongoing conversations about values and ethics within your department or agency

Call to Action on Anti-Racism, Equity and Inclusion: The Way Forward (2025-03-03)

Ask "who is not at the table?" when making decisions or forming teams
Conduct self-reflection on personal and organizational values alignment
Remain open to feedback, continuous education, and change as a leader
Hold yourself and others accountable for upholding public service values
Engage in open dialogue about where the organization succeeds and falls short
Set multi-year goals for recruitment, promotion, and inclusion of underrepresented groups
Measure progress on diversity and inclusion initiatives and establish consequential accountability
Participate in learning and training offerings related to anti-racism and inclusion
Support and engage with employee community networks
Read the self-assessment report on organizational progress available on the v-Expo platform
Focus on dismantling systemic barriers in processes, practices, mindsets, and behaviors
Ensure policies and programs are free from racism, discrimination, and bias
Leverage diverse perspectives and contributions in decision-making processes
Work toward implementing Truth and Reconciliation Commission Calls to Action
Connect values and ethics work with equity, diversity, and inclusion efforts rather than viewing them as separate initiatives

Artificial Intelligence (2025-03-03)

Familiarize yourself with the Directive on Automated Decision-Making if you are currently using AI or considering doing so in the future.
Use the Algorithmic Impact Assessment tool to identify, assess, and reduce risks associated with using AI in decision-making processes.
Ensure that people are given important information about when and how automation is used to make decisions that affect them.
Continuously identify and minimize potential negative impacts of automation in your work.
Ensure that decisions made by AI systems are fair and accurate before implementation.
Comply with all requirements of the Directive on Automated Decision-Making when using automated decision-making systems in programs.
Access AI-related training provided by the Canada School of Public Service to build awareness and capacity.
Apply the human-centric approach to AI development and deployment that prioritizes transparency, accountability, and fairness.
Implement guardrails and responsible use practices to prevent bias when adopting AI tools.
Protect human rights and democratic institutions when designing and implementing AI systems.
Consider how AI can reduce time spent on laborious or repetitive tasks to improve productivity.
Explore how AI can make work and services more accessible to people with disabilities.
Ensure transparency in all automated decision-making processes.
Maintain accountability when using AI tools in government work.
Reference the second version of the Treasury Board Secretariat AI Guide published in February for updated guidance on implementation.

Deputy Minister Leadership Reflections Series: Walter Natynczyk (2025-02-17)

Take advantage of youth programs like cadets, scouts, or similar organizations that provide structure, discipline, and leadership development opportunities
Work multiple jobs during high school to develop work ethic and contribute to family finances when needed
Consider military service as a pathway to affordable higher education through military colleges and scholarships
Be willing to adapt career paths when initial plans don't work out due to circumstances beyond your control
Focus on understanding and supporting the most junior people in any organization you lead
Provide subordinates with the tools, resources, guidance, and flexibility they need to accomplish their missions successfully
Maintain humility and accessibility even as you advance in rank or position
Remember that success as a leader is measured by enabling others' success rather than personal achievement
Stay grounded in your core values and motivation for service regardless of career progression
Be prepared to have honest conversations about leadership challenges and organizational culture
Develop resilience and adaptability when facing unexpected dangerous or difficult situations
Maintain strong relationships with mentors and supporters who believe in your potential during challenging times

Personal Values (2025-02-14)

Engage in open and honest discussions about values and ethics challenges rather than avoiding difficult conversations
Push for greater transparency about how institutional systems work to build trust
Advocate for your views while maintaining good faith in your professional role
Seek clarity on how the values and ethics code is meant to be used as guidance rather than as a disciplinary weapon
Challenge entrenched structures and processes that impede progress on diversity and inclusion initiatives
Ensure artificial intelligence and technology implementations include proper consideration of public interest and values
Demand accountability measures that apply equally across all levels of government, not just to public servants
Read "The Responsible Public Servant" book by Kernaghan and Lanford for comprehensive guidance on acting in the public interest
Contact Dr. Stedman for a link to "The Responsible Public Servant" if interested in accessing this resource
Review Dr. Rachel Zeller's report as another perspective on public service challenges beyond the Deputy Minister's report
Participate actively in values and ethics discussions within your organization
Focus on making values and ethics frameworks useful and practical rather than performative
Consider both upward accountability to political processes and downward accountability to citizens in your decision-making
Work to embed consequential accountability measures for making progress on Call to Action initiatives

DM Reflections Margaret Bloodworth (2025-01-28)

Take advantage of transition periods in new roles by using the time to thoroughly learn about the organization before taking on full responsibilities
When facing budget cuts or organizational changes, rethink how you approach your work rather than simply trying to do the same things with fewer resources
Prepare comprehensively during election campaigns by organizing materials that are understandable to newcomers and identify key priorities for incoming leadership
Take all political promises seriously during transitions, even ones that seem impractical, and prepare implementation options with potential challenges clearly identified
Use the knowledge that you don't know everything as a starting point for growth when entering new leadership positions
Involve yourself in transition planning when possible, as it provides valuable experience and perspective on democratic processes
When organizations undergo major restructuring, focus on transformation rather than simply cutting existing services
Maintain multiple planning tracks when uncertain about election outcomes to be prepared for different scenarios
Learn from both successful and unsuccessful examples when implementing major organizational changes
View challenging career transitions as learning opportunities rather than just obstacles to overcome

Results and Delivery Unit (2016-05-26)

Don't aim for perfect delivery plans at the start; get them "good enough" and then refine them through routine reviews and data.
Think beyond headline goals and identify short-term indicators that predict long-term success.
Foster strong relationships with provincial governments and appeal to the Canadian people to create a demand for the agreed-upon agenda

Upholding Democracy (2025-03-03)

Keep the conversation about values and ethics going and continue learning from one another
Reframe democracy as "fearless advice, loyal implementation" and invite conversations about conflicts and uncertainties in team meetings.
Build courage within teams to provide fulsome and unbiased advice and to challenge each other and the manager professionally
Foster pride in the public service as a whole to support decisions, even if personally disagreeing.
Create space for managers to learn and network
Communicate how decisions are made and ensure values are reflected.

Note that the URLs don’t work below!

GC Data Conference 2026 - Day 2 (2026-02-24)

Measuring Democracy (2025-12-08)

International Day of Persons with Disabilities 2025 (2025-12-05)

Making Work Fair (2025-12-02)

National Day for Truth and Reconciliation 2025 (2025-11-27)

Lessons in Leadership and Foresight (2025-11-06)

Indigenous Science (2025-10-31)

Yoshua Bengio (2025-10-09)

Policy Ecosystem (2025-10-08)

Policy Development (2025-10-08)

Health Policy Development (2025-10-08)

Strategic Policy (2025-10-08)

Communicating Persuasively (2025-10-08)

Effective Negotiations (2025-10-06)

Avoiding Negotiating Mistakes (2025-10-06)

Preparing for Negotiations (2025-10-06)

Defining Negotiation (2025-10-06)

Nik Nanos (2025-09-18)

Navigating the Public Service (2025-09-15)

Canadian Energy (2025-09-15)

Being Curious (2025-08-27)

Strategic Context (2025-08-25)

Procurement Process (2025-08-25)

Expenditure Management Cycle (2025-08-20)

Mel Cappe (2025-08-14)

Microaggressions (2025-08-14)

Bob W. Paulson (2025-07-31)

Health Care (2025-07-25)

Transfer Procedures (2025-07-25)

Energy Contexts (2025-07-24)

Gary A. Bolles (2025-07-24)

Aging (2025-07-24)

Wisdom for Young Public Servants (2025-07-17)

Janice Stein (2025-07-10)

Red Dress Day 2025 (2025-07-09)

Defining Leadership, Episode 2 (2025-07-04)

Evaluations for Program Managers (2025-07-02)

Strong Leadership (2025-06-27)

David Dodge (2025-06-24)

Inuit Nunangat Policy (2025-06-24)

Canada's Adaptability (2025-06-19)

Serving Canada (2025-06-18)

Susan Cartwright (2025-06-12)

Indigenous Inclusion and Well-Being (2025-06-11)

Munir Sheikh (2025-06-05)

Ethical Practices (2025-05-27)

Margaret MacMillan (2025-05-26)

Career in the FPS (2025-05-26)

Deliberative Public Engagement (2025-04-16)

What It Means to Be a Public Servant (2025-03-03)

Our Journey to Date, Our Journey Ahead (2025-03-03)

Call to Action on Anti-Racism, Equity and Inclusion: The Way Forward (2025-03-03)

Artificial Intelligence (2025-03-03)

Deputy Minister Leadership Reflections Series: Walter Natynczyk (2025-02-17)

Personal Values (2025-02-14)

DM Reflections Margaret Bloodworth (2025-01-28)

Results and Delivery Unit (2016-05-26)

Upholding Democracy (2025-03-03)

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