CommunicationsSecurity Establishment

Centre de la sécuritédes télécommunications

BLUEPRINT 2020

@ CSE

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For 70 years, the Communications Security Establishment (CSE) has been committed to protecting Canada and Canadians from a range of threats by providing foreign signals intelligence and protecting Canada’s most sensitive systems and information. Based on the expertise gained in these missions, we also provide technical and operational assistance to federal law enforcement and security organizations.

Every day, our dedicated employees strive for excellence in delivering our mandate. Our people are determined, purposeful and passionate about their contribution to Canada’s national security, and protecting Canada against foreign-based terrorist, espionage, cyber and other serious threats. We help inform decision-making in the fields of national defence and foreign policy, providing a better understanding of global events and helping to further Canada’s interests in the world.

We care not just about what we do, but also how we do it. This March CSE will be celebrating the fifth anniversary of MOSAiC, an engagement strategy launched in early 2013 to transform ourselves, our organization and our work environment. MOSAiC is CSE’s response to Blueprint 2020. Since its inception, MOSAiC has evolved and its influence now touches every part of our organization. It has shaped our vision for the future through the promotion of five key attributes: Sustainability, Agility, Innovation, Collaboration and Determined Community. As we continue to adapt to an ever-changing and increasingly complex technological landscape, we recognize a need to continually improve the way we work. We accomplish this through MOSAiC “Tiles” which are cross-cutting activities: some quick wins, some long-term strategic projects. Whether the focus is on enabling and empowering staff, creating efficiencies through innovation and collaboration, or promoting wellness and diversity, we undertake these initiatives in the spirit of moving CSE towards the shared vision of a world-class Public Service.

MOSAiC continues to address transformation objectives for ourselves, our organization and our environment. Since early 2013, MOSAiC has evolved and its influence now touches every part of our organization and has shaped our vision for the future.

Innovation:leverage diversity to produce inspired ideas

Collaboration:seek and build diverse and durable relationships within CSE and with partners

Agility:adapt with ease to drive new ideas and outcomes forward respecting the need to be accountable

Sustainability:care for ourselves, our knowledge, our neighbours, our infrastructure and the environment

Determined Community:

being the most creative, flexible, high-tech and people-first government department we can be

THROUGHTHROUGH

MOSAiC CONTINUES TO PROMOTE THE FOLLOWING:MOSAiC CONTINUES TO PROMOTE THE FOLLOWING:

Activities – some quick wins, some long-term strategic projects in the spirit of our attributes that move CSE towards the shared vision of a world class Public Service.

12closed and completed

6 short-term quick wins that helped move us to our new building

4 process-automation tiles to streamline workflow

2 policy and business planning tiles to strengthen Communities of Interest

16are on-going

long-termstrategic objectives

• Flexible Teaming

• Healthy Workplace

• Corporate Social Responsibility

Examples Include:

...is CSE’s response to BP2020

ATTRIBUTES

TILES

28 UNIQUE TILES

BUT IT ALSO EXTENDS BEYOND ACTIVITIES, PROJECTS AND INITIATIVES INTO OUR CHANGING CULTURE AND THE DAILY WORK LIVES AND OUTPUT OF OUR EMPLOYEES AND OUR PARTNERS.

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ENABLING NEW AND EXISTING PUBLIC SERVANTS TO BE IN THE RIGHT PLACE, AT THE RIGHT TIME, DOING THE RIGHT THINGS

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In order to deliver on CSE’s unique mandate, we require highly-skilled and innovative employees. We face rapidly evolving technology in an increasingly interconnected global environment. Demands for our intelligence products and our cyber security expertise are on the rise, and more creative solutions are required to enable operations. We recognize the value that diverse cultural, social and technical perspectives bring to our success. Fostering an inclusive work environment to attract, develop and leverage the talents of Canada’s brightest individuals, in a highly competitive race for top technical skills, is essential.

Building a Public Service that is more diverse and inclusiveIn 2016, CSE launched the Diversity tile under our MOSAiC initiative and assigned an executive champion to promote diversity and inclusion in our workplace. Since then, we’ve been busy! Within Government, CSE has led a Security and Intelligence (S&I) community Tiger Team to increase collaboration on diversity and inclusion activities across partner departments. Within CSE, our Diversity Champions stood up the Advisory Committee on Diversity, Inclusion and Employment Equity (ACDEE), developed a three-year Action Plan (2017-2020) and launched new sub-communities including Diversity & Recruitment, STEM, Women in Cyber and Intelligence (WICI), and the Inclusion Working Group, all made up of passionate volunteers. While there’s certainly more work to do, thanks to these volunteers we’ve made some great progress towards creating a more diverse and inclusive workplace. Here are some of the highlights:

DIVERSITY TILE

To ensure that CSE is inclusive, diverse and has measures and policies to remove barriers that could negatively impact employees.

DIVERSITY TILE CHAMPION + EMPLOYMENT EQUITY AND DIVERSITY OFFICE + VOLUNTEERS = ACDEEAnnual series of events that highlight diversity in our organization:

HONORING OUR PAST

Over the course of the past year we commemorated 70 years of service by celebrating “Our People, Our Business and World-Changing Events”. Honouring our past promotes a culture of pride and inspires employees

to make their own mark on our organization.

Diversity ActionPlan (2017-2020)

InternationalWomen’s Day

Age – Exploringgenerations

Women in Cyberand Intelligence

MulticulturalismDay

GEN - XYZ

International Day forPersons with Disabilities

World Health Day

Aboriginal Awareness Week

Diverse Recruitment Pilot

DiversityTiger Team

Day of PinkWorld Religion Day

S&I

HUMANS OF CSE

Humans of CSE Series which highlights our diversity through our stories:

HOCSE

stories from across the organization40+

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Issue or Driver:Women represent the majority of young university graduates, but are still underrepresented in the science, technology, engineering, mathematics and computer science (STEM) fields that CSE relies on heavily to deliver its mandate. At CSE, about 20% of our employees in STEM fields are women. While we are proud of the fact that CSE is doing better than many other IT-centric organizations, we know there is still much room to improve.

Action:So what are we doing about it? Lots! This year we:

• Actively participated in The National Women Chairs & Committee Working Group led by the Department of National Defence.• Hosted a special speakers’ panel, including an address by the Chief of CSE for International Women’s Day.• Launched CSE’s very first women’s committee.

The committee, Women in Cyber and Intelligence (WICI) was established to improve the status of women at CSE with 15 board members of diverse backgrounds. The launch event featured distinguished speakers including RAdm Bennette (Director General, Canadian Armed Forces Strategic Response Team on Sexual Misconduct), and Ms. Greta Bossenmaier, Chief of CSE.

• Increased efforts to recruit nationally, targeting more diverse audiences by attending both college/university and public/private sector career fairs, and by participating in events that are targeted towards certain audiences. For example, women in engineering and women in high performance computing events.

• Are sponsoring the Toronto-based not-for-profit HackerGal event to deliver the largest all-girls hackathon in December 2017 to inspire early interest among female students in STEM fields.

“We won’t be able to keep up if half of our population, women & girls, are excluded from technological evolution. We need to reach our young girls before they get to high school, to show them what possibilities exist in #STEM fields.” - @cse-cst

Results or Impact:• WICI already has over 160 members (82% women and 19% men), four sub-committees led by women of CSE, and over 30

workshops, training and speaker engagements planned for the upcoming year. These programs will empower CSE women by educating them in career development, health and wellness, and policies and procedures.

• S&I partners continue to supplement internal training opportunities by sponsoring candidates to participate in external leadership development programs. This year, through the WICI, CSE is sponsoring five women in three different leadership programs with the goal of establishing a larger female executive presence in the corning years. The leadership programs include:

• Cornell University’s Women in Leadership• RCMP’s Executive Membership Program• Telfer School of Management for Canadian Security & Intelligence Leadership Program

• In 2016/2017 CSE rehired 52 former students as permanent employees, wherein 50% were women.

#GC2020 Story : Tackling gender inequality in science, technology, engineering, math and computer science (STEM) fields

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Issue or Driver:The Government of Canada has recognized its systemic oppression of the LGBTQ2 community and collectively S&I members are working to demonstrate organizational support for LGBTQ2 inclusiveness in the community and internally. At CSE it is important that all employees feel like valued contributors and feel safe in their workplace. Through our Diversity tile, CSE recognizes the need to open the lines of communication and continue working towards a more inclusive future.

Action:This year, the newly formed Inclusion Working Group at CSE formally engaged the LGBTQ2 community in an enhanced awareness campaign to promote an inclusive culture at CSE. Together, the groups are leveraging social media, have held information sessions on transgender and non-binary gender identities, and have developed new employee orientation materials including a focus on transgender employees for co-op participants and new hires to ensure a warm welcome to the organization.

CSE also participated in Pride Week, which included an antibullying campaign, to help reduce and eliminate systemic barriers. During this event, CSE painted a permanent walkway with Pride colours as a way of highlighting support for LGBTQ2 employees. Employees were also offered rainbow pins they could wear as a means of showing individual support for the community.

Results or Impact:More and more employees from the LGBTQ2 community have begun openly sharing their personal stories on the CSE intranet and through the Humans of CSE stories. Employees across the organization can be seen proudly wearing their rainbow pins.

#GC2020 Story : Enhanced LGBTQ2 engagement

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Supporting training and development objectivesPEOPLE PLANS

Working with employees from all levels, tenures, ages and roles to increase employee engagement:

LEARNING AND DEVELOPMENT TILE

The Learning and Development (L&D) aims to provide our organization with a strong learning and development program that will enable us to become a high-impact learning organization. The L&D vision is to develop an engaged workforce of trusted and competent professionals who have the unique skills and capabilities needed to carry out CSE’s mission.

L&D is embedded in all aspects of the organization and the team is actively engaged in the following activities:• Developing leadership skills• Learning from Others• Cyber security for external clients• Learning calendar• Learning catalogue and registration• Required training• Learning exchange• Learning help

Ensuring high-quality orientation so employees can contribute from the startNEIGHBOUR NETWORK

The Neighbour Network was created to help new and recently relocated employees feel welcome as soon as they arrive at CSE. We aim to provide a “neighbour” to each new hire, someone outside their team who can answer questions about life in Ottawa and at CSE, be there to chat or grab a coffee with, or even socialize outside of work to help familiarize new staff with their new city.

FOUNDATIONAL LEADERSHIP PROGRAM (FLP)

New recruits participate as a cohort in the Foundational Learning Program, designed to ensure that new employees feel welcomed, valued and prepared to make strong contributions immediately from the point of their arrival in the organization and throughout their career.

ORIENTATION PARTNER (OP)

An OP is assigned to each new employee. The OP helps make the new employee comfortable by being a source of information and helping to guide new employees through their first months at CSE.

To understand ourcontributions to Canada

To support and promoteinspiring leaders

To develop and empower our people

To foster a thrivingenvironment

To attract and retainthe best talent

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MENTORSHIP PROGRAM

CSE’s mentorship program connects protégés and mentors in different areas of interest:

Making staffing processes more transparent and efficientRECRUITMENT TASKFORCE

Linguistic Social Media Traditional New Employees /Co-ops

Re-inventingFeedback

Flex Teaming Creating Conditionsfor Innovative

Partnered with 7 GC partners for the Federal Safety, Security,

and Intelligence Career Fair

Leveraging social media for recrutiment

methodology to streamlineour onboarding process

Applying

LEANImplemented automated

testing and end-to-end process tracking for efficient hiring

Eliminated all travel relatedto testing phase of

hiring process

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PROMOTING EFFICIENCY AND EFFECTIVENESS IN THE PUBLIC SERVICE

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CSE is a small department with a big job to do. It is imperative that we work efficiently and effectively to ensure continued delivery of high quality services for Canada and Canadians. While some of the problems we are trying to tackle are so big we simply can’t do it on our own, others sometimes just need the ingenuity of a motivated person to coordinate a “fix”. Either way CSE seeks to foster a culture of innovation by empowering employees to experiment, collaborate and engage both internally and externally.

Providing regular feedback on employee performanceTALENT MANAGEMENT

The Ingenia Talent Management Tool was launched in May 2016. This tool was created to consolidate learning management, performance management, talent management and succession planning. This year, CSE employees used Ingenia to capture their Performance Agreement. No longer a static, administrative document, with Ingenia Performance Agreements are dynamic, meaning that at any point in time we can add a goal, modify goals and even put them on hold as priorities shift to accurately reflect employee performance over the year.

EMPLOYEE RECOGNITION

Making it possible for public servants to experimentENGINEERED AUDACITY

CSE launched Engineered Audacity, an initiative created to build a culture which supports innovative, audacious action across CSE and encourages employees to embrace and learn from failures through:

Corporate Awards

CSE Corporate Awards honour and recognize CSE employees who have achieved outstanding results through their work while adhering to the vision and the values of the organization in an exemplary manner.

Instant Awards

Instant Awards celebrate employees who have gone above and beyond either in day-to-day activities or in their contributions to projects or initiatives.

Unofficial Shout-Outs and Ingenia Impressions

Employees regularly use CSE social media to thank or endorse the work of their colleagues informally.

CO

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UNICATIONS SECURITY ESTABLISHM

ENTC

OM

MUNIC

ATIONS SECURITY ESTABLISHMEN

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Epic Fail Week Failure Report Highlights and Lowlights Audacity Gear

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Issue or Driver:In order to keep up with the pace of our operations, we need to be creative, innovative and dedicated to continuous improvement. We also need to find efficiencies and reduce workplace stressors. However, getting good ideas off the ground can be daunting and sometimes very challenging, especially if your idea isn’t within the scope of your day-to-day work or there are conflicting priorities in the organization. We want to make sure that our employees, among Canada’s best and brightest, have the avenues and confidence to promote their audacious ideas for the benefit of the organization.

Action:Following a very successful “Fail Week” in 2016, during which CSE employees from all levels showcased how they learned from failure, CSE launched the Engineered Audacity tile. This tile seeks to both inspire innovation and constructively embrace failure. As part of this effort, CSE recently introduced Audacity Gear, a tool designed to help give CSE employees the edge they need to pursue audacious ideas—big ideas requiring buy-in and longer-term commitment. Employees who are able to demonstrate the potential value of their idea are selected to receive the Audacity Gear kit which includes helpful reference material (and a dose of chocolate and caffeine should they require a boost!). Another employee-led initiative “Fix One Thing” set up a common space where ideas for day-to-day efficiencies and quick fixes could be registered. A few important successes were achieved; for example, one employee developed an algorithm to automate steps in CSE’s hiring process. The “fix” has been piloted with co-op student applications and has significantly reduced the time spent on matching candidates to potential areas of work within the organization. Work continues to find resources and cycles to address more of the ideas posted.

Impact:Both these ideas have strong endorsement from CSE’s executives for the way in which they have motivated employees to come forward and share their ideas with the CSE community. In December, Audacity Gear will be given out to four employees with promising ideas. The ideas range from refining a specific operational policy to create efficiencies, to fostering increased collaboration with partner departments in the S&I community, and to streamlining HR processes around transitioning to and from parental leave to reduce workplace stressors. We look forward to following the development of these projects.

Overall, these two examples confirm that CSE employees have great ideas and are motivated to find better ways of working. These idea-sharing initiatives also serve to highlight some of the failures in our processes, both big and small, and allow us to take action accordingly. The struggle, however, remains with demand for fixes exceeding the number of available resources, dependencies on policy changes for success, and other competing priorities. Despite this, CSE’s community of innovators are resilient and continue to promote community-based solutions. We are inspired by their ideas and their dogged determination to improve our workplace.

#GC2020 Story : “Audacity Gear” and “Fix One Thing”

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Making decision-making more efficientBILL C-59

The proposed CSE Act will clarify how we are authorized to operate in cyber space, protecting Canadians at home and abroad from threats to our security, stability, and economic prosperity.

POLICY SUITE RESET

Taking action to streamline and consolidate CSE policies to enable efficient decision-making.

Improving services to Canadians through innovation and user engagementINTERNALLY

EXTERNALLY

TAKE ME WITH YOU CAMPAIGN

Encouraging managers and senior leaders to include junior team members in meetings about issues and decisions of importance to CSE.

ASK ME ANYTHING (AMA) SESSION

Creating conditions for open, honest conversations between employees and senior leaders.

Vision 2020

CSE’s Strategic Vision, launched in 2016, is the product of an extensive CSE-wide collaborative effort built in part through a crowd-sourced environmental scan.

Craft Discovery

Craft Discovery is about creating a space for holistic and collaborative conversations to advance specific Crafts in the interest of achieving organizational goals and improved service delivery.

5000+Twitter Followers

Cyber consultations, Participated in Twitter chats,

Facebook Live event

Increased participation in public forums

Launched ASSEMBLYLINE

Published the DemocraticInstitutions Report

Conducted public Opinion Research

Attracted

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Issue or Driver:We’ve all seen how cyber compromises result in significant financial losses, theft of intellectual property, large-scale privacy breaches and reputational damage. Today’s cyber threat actors include state actors, hacktivists, criminals and terrorists capable of a broad range of malicious activities, including disrupted services, ransomware and identity theft. As the Government of Canada’s centre of excellence for cyber defence and cyber operations, CSE provides advice, guidance and services to protect Canada’s most sensitive information and systems. With our unique mission and skills, CSE endeavours to be a trusted advisor in the cyber defence community, so that all Canadians can benefit from our expertise in defending against advanced cyber threats.

Action:Enter Assemblyline—a malware detection and analysis tool developed by CSE’s Cyber Defence program. In October 2017, CSE publicly released the tool to the cybersecurity community. Assemblyline is designed to assist cyber defence teams to automate the analysis of files and to better use the time of security analysts. The tool recognizes when a large volume of files is received within the system, and can automatically rebalance its workload. The tool is designed to be customized by the user and provides a robust interface for security analysts. For example, users can add their own analytics in to Assemblyline, such as antivirus products or custom-built software. The automation that Assemblyline enables, allows malware security researchers to focus their efforts on creating new methods to detect malicious files and on strengthening Canadian networks.

Impact:Assemblyline has already garnered significant interest from the cyber security community. In just over a month, Assemblyline was:

• installed nearly 3,000 times • installed over 400 times during Public Safety Canada’s Geek Week• installed over 200 times during COUNTERMEASURE 2017

The free release of Assemblyline to businesses, security researchers, industry, and academia is an opportunity for the cyber security community to come together to take what CSE has developed and build upon it collaboratively for the benefit of all Canadians.

#GC2020 Story : ASSEMBLYLINE

BE A PART OF SOMETHING BIGGER

Through our CSE Community Outreach Program employees can volunteer their time in local schools and community organizations. Outreach gives employees the opportunity to put their unique talents and skills to use in the community. Employees can also have a positive impact on the community through the Government of Canada Workplace Charitable Campaogn (GCWCC).

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A PUBLIC SERVICE THAT EMBODIES A HEALTHY WORKPLACE

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Issue or Driver:Improving mental health and workplace wellness is a key priority for the Public Service. As one of Canada’s key Security and Intelligence organizations, we play an integral role in helping to protect Canada and Canadians against foreign-based terrorism, foreign espionage, cyber attacks, kidnappings of Canadians abroad, attacks on our embassies and other serious threats with a significant foreign element, helping to ensure our nation’s prosperity, security and stability. The serious nature of this work can sometimes be demanding and weigh heavily on staff since much of our work is classified and can’t be discussed freely, staff can’t always rely on traditional support networks, like family and friends. As such, CSE recognized an increased need to ensure internal resources are available to address the mental health and wellness of its staff.

Action:CSE has made many steps in that direction such as the creation of the Healthy Workplace Tile with a dedicated executiveChampion and working group, the development of a Healthy Workplace Strategy, a healthy workplace survey and numerous activities delivered by our in-house Counselling and Advisory Program (CAP) and other stakeholders of wellness that supported employees and managers to create a mentally healthier work environment.

The Healthy Workplace Working Group is composed of members from stakeholder teams across CSE including: Values and Ethics, Labour Relations, Occupational Health and Safety, Security, the Union, CAP and Communications. The working group model represents an integrated approach and a changing force which support the promotion of mental health at work as well as the prevention and resolution of mental health issues at work.

The Healthy Workplace Working Group began the implementation of the Canadian Standard for Psychological Health and Safety in the Workplace which defines 13 psychosocial factors that contribute to a healthy organization. CAP staff designed and developed a training to help increase awareness about the 13 psychosocial factors and prepare management and employees for action. The training launched in September 2017 and is ongoing.

Impact:With a commitment toward creating a healthier workplace in place and the goal of improving mental health and wellness at work through prevention, promotion and resolution, the following services were available to CSE staff in 2017:

• Counselling to employees and consultation to management through the in-house CAP:• 21% of the organization sought one-on-one support, which represents 1,085 sessions• People sought support for:

• Work related issues - 149• Leadership consultation – 127• Personal health – 120• Family life – 116• Professional development - 69

• 94 training sessions to employees and management• E.g. Mental Health at Work, Vicarious Witnessing, Mindfulness at Work, Making Sense of Anxiety, Crucial Conversations,

Coaching Conversations, Meditation and Heart Math• 45 tailor-made sessions to support teams on subjects such as team building, team dynamics and team resilience. • CAP attendance at 128 internal partnership meetings and 24 external partnership meetings • CSE’s first Wellness Fair to promote internal and external wellness resources

Some of the key outcomes of this work include an increased awareness around mental health issues, enhanced conflict coaching skills, and improvement of team dynamics and performance.

#GC2020 Story : CSE Healthy Workplace Strategy

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COUNSELLING AND ADVISORY PROGRAM (CAP)

To promote and foster resilience and healthy relationships among employees and teams through an array of professional services:

• Meditation • Mindfulness Program• Coaching Conversations • Counselling• Crisis Response• Informal Conflict

Management System

WELLNESS COMMITTEE ASSOCIATION

• Access to on-site 24/7 fitness facility • 15+ Fitness classes • Multiple sports leagues

Taking action to improve mental health and wellness in the workplaceHEALTHY WORKPLACE TILE

CSE Healthy WorkplaceFactors Survey

Business Line Results Analyzed and Presented

Mental Health Speaker Series

Psychological Health Factors

13Promoting the

Healthy Workplace Working Group

Wellness Fair

Canadian Mental HealthAssociation Training

Healthy Workplace Strategy

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Building a workplace that is respectfulVITAL SIGNS TILE

Tracking the pulse of CSE! Vital signs helps us better observe our organizational health and identify those new (or improved) behaviours that will have the biggest positive impact on our work life. This year, the Vital Signs priorities are:

• Soliciting frank and honest feedback• Encouraging dialogue and issue engagement• Ensuring feedback received is connected with the rightful activity leaders across the organization• Helping to communicate senior level decisions and outcomes

LINGUISTIC DUALITY TILE

Influence and provide leadership for official languages at CSE.

Language Software Licences

Language Apprentice

Program

French Games Bistro!

Second Language Learning Program (SLLP)

Social Media Campaign

Linguistic Duality Week

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Issue or Driver:How can we know if we are doing better or worse, if we don’t know where we are right now? With so many initiatives and activities ongoing at CSE it was becoming apparent that we needed a new way to measure and track our progress towards our MOSAiC/Blueprint 2020 goals. What signals were our employees sending that we might be missing through all of the daily noise? We decided to focus on the organization’s “Vital Signs”.

Action:Looking at ways to measure progress and feedback from employees, a Vital Signs Champion was named and a group of passionate employees was assembled to tackle the challenge. A strategy was created that included a new annual, specific to CSE employee survey. The survey addressed a number of key themes, such as organizational performance and harassment. For example, at CSE:

• 85% of employees understand our strategic goals;• 88% of employees believe that CSE works hard to create a workplace that prevents harassment; and• There was a 2% drop in those who reported being victims of harassment dropped (down to 12%) .

While these results were generally positive, the survey revealed that there’s work to be done to ensure that essential information flows effectively from executives to staff and points to where we could further reduce harassment. This data is invaluable in helping us to focus on the most pressing of issues,but what about the day-to-day feedback that was also vitally important? For that we created the “Backpackers”, a group of roving employees that attend “ask-me-anything” sessions, townhalls, presentations, learning and other special events. They gather immediate feedback from their colleagues that can be used to help us on our journey of continuous improvement.

Impact:The Vital Signs Champion and group has become a beacon for employee feedback, both positive and constructive. It offers real data on employee sentiment by soliciting frank and honest commentary. It has also encouraged employees to focus on results and real change by ensuring feedback received is connected with the appropriate activity leaders across the organization. For instance, 62% of CSE employees completed the first annual Vital Signs survey. Going forward CSE will continue to solicit regular feedback through the new, Public Service Employee Annual Survey and other dynamic mechanisms. Backpackers have also attended 29 events and the feedback they collect is now an integral part of change management strategies. We are listening and acting on what we hear!

#GC2020 Story : Vital Signs Tile

Backpacker

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Increasing participation in knowledge-sharing and learning, such as mentorship and knowl-edge transfer to the next generation of leadersCSE CONNECTS

CSE Connects gives employees the opportunity to meet and build relationships with others around the organization. Over 200 people have connected to date!

SUPERVISOR LEADERSHIP NETWORK

An enthusiastic advisory board was stood up to advocate for and support supervisors and aspiring leaders across the organization by providing opportunities for knowledge transfer, networking, and meaningful learning experiences.

YPN CAREER TRADESHOW

Young Professionals Network (YPN) Career Tradeshow - colleagues from all across the organization come together to share their career stories with a side of advice!

FIRESIDE CHATS

The YPN in collaboration with the Aspiring Leadership Network and History Program has instituted a series of Fireside Chats with employees when they are retiring or leaving the organization for other opportunities.