Atlantic Canada Opportunities Agency

Part I. Values and ethics training plans

Question 1

Has your organization developed department-specific values and ethics training plans down to the divisional level?

• Yes

If not, to what level have department-specific values and ethics training plans been developed and what is your target time frame for completing this work?

In an organization, roles and responsibilities may differ, but the mission, vision, values and ethics serve as foundational pillars creating a cohesive and unified culture with a shared purpose.

New employees at the Atlantic Canada Opportunities Agency (ACOA) are introduced to values and ethics (V&E) through the Agency’s onboarding program.

To create awareness and provide clarity to all employees, ACOA developed learning maps of required and mandatory V&E training for all employees. Training sessions such as V&E Foundations (FON301) and V&E Foundations for Managers (FON302) are part of this training.

Each year, ACOA conducts a V&E awareness and learning email campaign across the Agency. This annual communication outlines every employee’s responsibilities and also their obligation to review the Values and Ethics Code for the Public Sector, the ACOA Values and Ethics Code, and the Directive on Conflict of Interest and to attest to their understanding and compliance. This attestation also includes a confirmation and awareness of their rights and duties under the Public Servants Disclosure Protection Act with regards to the disclosure of wrongdoing in the workplace.

Employees have a direct point of contact within their workplace with whom they can speak if they have questions about the annual campaign.

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

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

ACOA has fully implemented its training plans, but understands that there is an opportunity to review and improve this approach to foster better understanding and awareness.

A new V&E communications plan has been drafted and outlines commitments to review current learning activities and future-plans. The time frame will see activities realized throughout 2024-2025.

ACOA is assessing options for new training sessions and content-specific guidelines in areas such as conflict of interest, disclosure of wrongdoing, and employee participation on boards.

A new Employee Engagement Campaign will be launched in 2024 to create a renewed V&E conversation at ACOA. These initiatives are designed to address Agency-wide and distinctive local priorities.

Part II. Codes of conduct

Question 3

Has your organization reviewed its code of conduct?

• Yes, my organization has reviewed its code of conduct.

Question 4

If your organization is in the process of reviewing its code of conduct, what is your target time frame for completing the review?

N/A

Question 5

If your organization has completed the review of its code of conduct, did this review lead to updates?

• My organization is in the process of updating its code of conduct.

Please briefly describe the nature of any updates made (e.g., to clarify expected behaviours, to align with the emerging context, to include emerging risks) or explain why no updates were deemed necessary.

The review of ACOA’s V&E Code provided an opportunity to revise and update the content. A more comprehensive and inclusive code will soon be ready for employees.

Following recommendations taken from the Deputy Ministers’ Task Team on Values and Ethics Report to the Clerk of the Privy Council, the Agency’s revised code will expand upon expected employee behaviours, particularly in areas related to the use of social media, the Internet and networks and artificial intelligence, and the promotion of an overall positive work environment. The code will clearly identify expectations for employees at all levels.

The new code is currently at the consultation stage. Update is scheduled to be launched in 2024.

Part III. Discussions on personal accountability in upholding public service values and ethics

Question 6

What activities or actions has your organization undertaken to foster a conversation at all levels on personal accountability to uphold our public service values and ethics?

• Dedicated discussions at executive and management committee meetings
• All-staff engagements (e.g., town halls)
• Focused engagement sessions for specific functional areas (e.g., operations, finance, communications, policy, human resources)
• Engagement sessions with equity groups, employee groups, networks and communities
• Inclusion in employees’ performance and talent management cycle discussions
• Specific values and ethics communications campaigns

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

ACOA has carried out the following activities:

• Consultations held with employee-led networks on how to advance the opportunities identified in the Clerk’s Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service and seek insight on challenges to help create a more inclusive and representative workforce. 
• Employee-led networks regularly participate in senior management meetings and provide input.
• Planned and intentional actions taken to educate, embrace and celebrate cultural diversity such as panel discussions during all staff gatherings, presentations, guest speaker sessions and information bulletins.
• Performance management cycles for both management and employees include corporate commitments and objectives focusing on V&E pillars of Respect for People (diversity and inclusion), adherence to the prescribed presence in the workplace (Integrity and Stewardship), and client services (Excellence).
• V&E discussions amongst management are included in meeting agendas to address emerging ethical questions/challenges as they arise.
• Government of Canada initiatives centered around V&E have been examined with the purpose of being more informed for discussions on maintaining integrity, stewardship and excellence in program delivery.
• The Agency’s triennial Accessibility Plan was implemented to create a barrier-free and inclusive workplace along with barrier-free programs and services for employees. This work was carried out in response to the Government’s Nothing without us strategy.
• In 2023-2024, the Agency’s strategy was updated to reflect recommendations from the Canadian Human Rights Commission’s review.
• The Agency is an official Accessibility Passport Adopter Organization, and the management team was briefed and is fully aware regarding their duty to accommodate obligations. This initiative was promoted to all employees.
• Building and Supporting Leaders (BSL), a new talent management program to recruit, develop and retain diverse talent at all levels was introduced. BSL promotes inclusive leadership development for leaders at all levels with an intentional focus on the needs of equity-seeking employees. Leadership-specific learning, paired with personal growth and development is curated to support employees in their unique journey. This leadership approach lends well to purposeful leadership development and talent management needed within the Agency.
• The Agency’s 2023 – 2026 Employment Equity, Inclusion and Anti-Racism Action Plan (EEIAR) was approved, which contains recruitment, retention, and career development objectives for Indigenous Peoples and other equity-seeking groups.
• The Agency’s harassment and violence prevention program tools were updated, including risk identification, by revamping the Hazard Prevention Program.
• Professional development sessions on diversity, equity and inclusion, notably on gender-inclusive language and pronouns, continue to take place at both management and employee levels, with a focus on creating a culture of inclusion in the workplace.

Question 7

Has your organization taken any actions to ensure that conversations on personal accountability to uphold our public service values and ethics occur on a continuing basis?

• Included as part of the onboarding process for new employees
• Incorporated in employees’ professional development and mandatory learning plans
• Integrated in career succession planning (e.g., supervisor, manager, director)

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

• Employee onboarding activities include an introduction to V&E.
• The Agency’s new leadership development approach (BSL) and continuous learning application (MyLCM) foster discussions between employees and management regarding growth and development, succession planning, and values and ethics.
• Performance management cycles for both management and employees include corporate commitments and objectives focusing on V&E pillars, of Respect for People (Diversity and Inclusion), adherence to the prescribed presence in the workplace (Integrity and Stewardship), client service (Excellence).
• The Agency continues to hold open and honest discussions about its evolving workforce, hybrid and remote work options, and personal accountability all with values and ethics grounding its data-driven decision making. The renewed conversation on V&E is necessary and complementary to other important initiatives underway across the Government of Canada. ACOA’s intentions are to amplify the great work being done and uplift and support the people behind the work.
• To create awareness and provide clarity to all employees, ACOA developed learning maps of required and mandatory V&E training, which are shared directly with employees and also available through the Agency’s intranet portal. Training sessions such as V&E Foundations (FON301) and V&E Foundations for Managers (FON302) are clearly listed and described on the portal.
• Additional relevant courses are recommended to employees based on their roles and responsibilities within the Agency.
• Each year, ACOA conducts a V&E awareness and learning email campaign across the Agency. This annual communication outlines every employee’s responsibilities and also their obligations to review the Values and Ethics Code for the Public Sector, the ACOA Values and Ethics Code, and the Directive on Conflict of Interest and to attest to their understanding and compliance. This attestation also includes a confirmation and awareness of their rights and duties under the Public Servants Disclosure Protection Act with regards to the disclosure of wrongdoing in the workplace. Employees have a direct point of contact within their workplace with whom they can speak if they have questions about the annual campaign.

Part IV. Additional information

Question 8

What recurring themes (e.g., social media, emerging technology, conflicts of interest) have emerged from conversations with employees (e.g., students, new public servants, front-line service providers, managers, executives, members of functional/horizontal communities/employee networks) across your organization?

The following key themes and suggestions emerged during consultation sessions with internal communities such as employee-led networks, team meetings and all-staff discussions:

• Human resources (general) – Continue to implement career development programs that support employee retention and growth and diversity position classifications; create and implement a student recruitment strategy that captures outreach, engagement, meaningful work/mentorship plans, and long-term goals paired with training for purposeful development.
• Onboarding – Continue to enhance onboarding for equity employees; maintain focus on improving the approach to active accommodation to address equity employee needs; maintain consistent and intentional connections with employee-led networks; continue to improve communication and understanding of onboarding for managers and clearly integrate this process into their performance management agreements.
• Advocacy – Continue to increase senior management advocacy, as champions, for employee-led networks and groups.
• Communication – Continue to increase employee understanding and awareness regarding initiatives supporting employment equity and the call to action; demonstrate the importance of implementing actions; continue to feature employee profiles that celebrate diversity on the Agency’s intranet site; continue to assess all limitations when holding events and meetings; continue to investigate other tools and resources to improve participation of hearing-impaired employees in large events and meetings.
• Training – Maintain efforts to be a continuous learning organization that improves how to manage V&E by ensuring there are more opportunities to talk about it; ensure/offer a safe space to ask questions and express feelings and offer more sessions on the topic; provide training on applying ethics to real job situations and applying core values to diversity and inclusion.
• Technology (social media, artificial intelligence and cybersecurity) – Continue exploring and delivering training and awareness on policies and guidance for employees related to social media and other technology; continue to use social media to promote core values and good news stories demonstrating how ACOA helps clients; highlight the Agency’s work supporting equity, diversity and inclusion.
• Values and ethics/diversity and inclusion – Continue to ensure diversity and inclusion are reflected in the Agency’s approach to values and ethics.

Question 9

How have you adjusted your learning activities to address recurring themes (e.g., adjusted training plans, developed specific case studies, invited expert speakers to focus on emerging themes)?

ACOA has organized information sessions with guest speakers who are experts in fields of interest to employees. These sessions are designed to provide employees with valuable insights and knowledge on the topics raised during consultations.

ACOA recently hired an elder in residence, one of the many intentional responses to the forward direction of the Clerk’s Call to Action. The elder in residence gives ACOA employees a firsthand opportunity to embrace and celebrate Indigenous culture in the workplace and to foster inclusivity, respect and understanding among all employees. The initiative creates a safe space for employees to learn and gain confidence in advancing reconciliation together.

ACOA approved its 2023 – 2026 Employment Equity, Inclusion and Anti-Racism (EEIAR) Action Plan, which contains recruitment, retention and career development objectives for Indigenous Peoples and other equity-seeking groups.

Work is also underway to staff the internal office of Equity, Inclusion and Anti-Racism (EIAR).

A new V&E communications plan has been developed. It outlines commitments to review current and future learning activities. ACOA is developing training and guidelines in areas such as conflict of interest and disclosure of wrongdoing.

A new Employee Engagement Campaign will be launched in 2024 to create a renewed V&E conversation across the Agency, and to address Agency-wide and local priorities.

Some of the activities and initiatives in the campaign include:

• informal consultation sessions with employee-led networks;
• a blitz on the Agency’s intranet site with a series of periodic "Did You Know?" posts to raise awareness on V&E; and
• employee roundtable discussions to encourage dialogue through scenario-based exercises and promote meaningful conversations around the Public Sector values.

Question 10

Are there any actions or learning activities that have been particularly successful in fostering conversations within your organization (e.g., new tools, creative approaches that have resonated well with employees and managers, meeting with small groups, equipping managers to lead conversations, equipping values and ethics office/practitioners)?

ACOA’s annual V&E email campaign requires full employee participation. It fosters conversations within the Agency, verifies that employees are aware of V&E and confirms/attests to their understanding regarding their responsibilities and obligations.

Consultations with networks and internal employee communities garnered valuable input and insight in the assessment process of the renewed conversation on V&E.

Panel discussions have been successful in fostering continued conversations about V&E.

A new V&E communications plan has been developed. It outlines commitments to review current and future learning activities. Plans like this one are intended to complement other efforts in the public service to make progress in other areas such as workplace mental health and wellness, harassment and violence prevention in the workplace, accessibility, reconciliation, anti-racism, equity, diversity, and inclusion.

Question 11

What indicators will be used to measure increased employee awareness of the role of values and ethics in their daily work (e.g., Public Service Employee Survey, pulse surveys, engagement with focus groups)?

ACOA continues to have higher than average response rates in the Public Service Employee Survey, which is a reliable indicator.

The Agency intends to keep using this mechanism, and will also continue to engage its employee-led networks, internal teams/communities, and consultation committees.

Question 12

Will these indicators be disaggregated by identity factors?

• Yes

Question 13

Is there any additional information that you would like to share regarding your organization’s work on values and ethics (e.g., to advance particular recommendations of the Deputy Ministers’ Task Team on Values and Ethics Report)?

The opportunity to assess the Agency’s current position and to engage with internal communities, employee teams, management groups and networks is an exciting opportunity.

The V&E work ACOA has underway is an important complement to existing work within the public service. We are mindful of the connection and progress is being made in areas such as workplace mental health and wellness, accessibility, reconciliation, and Call to Action and anti-racism, equity, diversity, and inclusion.