Department of Finance Canada

Part I. Values and ethics training plans

Question 1

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

• No

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

The Department of Finance is currently engaged in the active process of developing a department-specific values and ethics training plan. While the plan itself has yet to be developed, significant preliminary work is taking place. The Values & Ethics (V&E) training program is scheduled for implementation in the 2024-25 fiscal year.

Here's a breakdown of the ongoing efforts.

Firstly, the department has taken proactive steps by organizing meetings and consultation sessions involving Assistant Deputy Ministers, management teams, and employees across various divisions. These sessions serve as platforms for gathering feedback on training requirements and preferences, ensuring that the eventual training plan is finely adapted to the needs of the department.

Although not completed, during these engagements, key themes have emerged, indicating some of the important topics that will shape the training content. These themes include the expressed desire for practical, scenario-based training that resonates with real-life situations encountered by finance professionals. Additionally, there's a strong emphasis on providing guidance regarding ethical considerations surrounding social media usage, the duty of loyalty inherent to public service roles, and navigating commenting about government programs and policies.

Furthermore, the department has been responsive to the preferences of its management teams, who have indicated a preference for interactive, discussion-driven training formats over traditional online modules or formal sessions. This acknowledgment underscores the department's commitment to fostering engaging learning experiences that facilitate open dialogue and critical thinking around ethical dilemmas.

These efforts are ongoing, with continued initiatives aimed at ensuring comprehensive input is gathered from all divisions of the department. We are committed to gather diverse perspectives (including equity groups) that will be included in the future training program.

Once all feedback has been gathered, the department will undergo a complete assessment of all input received. This evaluation will inform the development of the most effective strategy for designing and implementing a tailored values and ethics training program. Although a timeline for this process has not been decided, the department's approach to consultations will help design a training program adapted to the unique requirements of the Department of Finance.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

The department is still in the early phases of gathering feedback and input on training needs from employees and managers. This is an important step before finalizing and developing the actual department-specific values and ethics training plan.

Since the consultations are still ongoing and the Office of Values and Ethics will need to collaborate with the learning team to design and develop the customized training content and materials, it is reasonable to expect a timeframe of several months before the training plan is fully implemented across all divisions. We need to allow sufficient time (2-3 months) to complete the remaining consultation sessions and comprehensively analyze all feedback received in order to assess and prioritize the training required.

At least another 4-6 months may be needed for the Office of Values and Ethics to work closely with the learning team to create tailored training modules, content, materials, and delivery methods based on the identified needs.

Finally, we will allocate time for securing necessary resources like facilities, equipment, trainers as well as communications.

Given these various steps, and in view of the ongoing operational responsibilities of the Office, a reasonable target timeframe could be over 9 months from now to have the department-specific values and ethics training plan fully developed, resourced, and implemented down to the divisional level within the Department of Finance. The timeframe may vary based on the scale of the training program, and availability of resources. However, we are aiming for implementation in the 2024-25 fiscal year.

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?

The Department of Finance completed a review of the code of conduct in 2023, prior to the clerk's call for renewal. However, we recognize the need to update the code to include guidelines on the use of social media. We aim to finalize these updates within the 2024-25 fiscal year. To achieve this, we seek guidance and support from the Treasury Board Secretariat (TBS) on best practices for integrating social media policies. Our modifications will align with the Values and Ethics code for the public sector issued by TBS. The process will involve consultations with employees and meetings with senior management to ensure the updated code reflects the latest standards and addresses current challenges.

Question 5

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

• Yes, my organization updated its code of conduct.
• 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 Department of Finance completed a review of its Code of Conduct in 2023, before the Clerk's call for renewal. This review primarily aimed to align with the Treasury Board Secretariat (TBS) updates. While the core principles of the code remained unchanged, we made amendments, updated its appearance, and refined the language related to employees on leave without pay to ensure clarity and compliance.

As mentioned above, we have not revised the code since the 15 recommendations were received. Currently, we are considering updating the code with additional information regarding the use of social media and other elements raised by staff as requiring clarification. This decision is pending the conclusion of consultations with employees and meetings with senior management to determine necessary changes. Furthermore, any modifications will also align with changes to the Values and Ethics code for the public sector issued by the Treasury Board Secretariat (TBS).

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

Question 6

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

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

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

Department of Finance has undertaken a variety of initiatives to foster conversations about personal accountability and uphold public service values and ethics. These initiatives include:

• Discussions at departmental Management Meetings: This topic was raised in a meeting with Executives as well as a Town Hall meeting with all employees. Further, we have scheduled more meetings/discussions with senior management, including Assistant Deputy Ministers (ADMs) and their managers, and engaged with senior management by presenting at the departmental audit committee meeting, where all ADMs and the Deputy Minister (DM) will be present (feedback being compiled).
• All-Staff Engagements: Organizing consultation sessions promotion days with informational booths and promotional items to engage all staff and to ensure getting their open and transparent feedback. Employees from various functional areas and equity groups discussed values and ethics, providing a platform for dialogue and feedback.
• We have established a working group composed of departmental experts to ensure broad representation and gather diverse perspectives.
• Discussing the possibility of integrating values and ethics categories into future recognition events as well as ensuring that discussions on integrity, values, ethical behaviour, and accountability are part of performance evaluations. For instance, we collaborated with our Human Resources Programs and Executive Resourcing teams to integrate values and ethics into the commitments for executives for the 2024-2025 fiscal year.
• We have reached out to the Department of Finance Ideas Hub to propose values and ethics as a future topic and are implementing various initiatives such as messaging managers about the manager toolkit.
• In the future we will create videos featuring employees discussing specific topics related to values and ethics and personal accountability.

Question 7

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

• Included as part of the onboarding process for new employees
• Incorporated in employees’ professional development and mandatory learning plans

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

We are currently in the early stages of identifying the best ways to ensure ongoing conversations about personal accountability and upholding our public service values and ethics. This is one of the key tasks that our newly established working group will focus on. Although we have considered updating the current onboarding process for new employees, we are still evaluating if this approach will effectively meet the unique needs of the Department of Finance employees. Additionally, we are exploring the integration of values and ethics components into the performance management plans for managers. Based on consultations, it was suggested that rather than mandatory training, a more effective approach would be for managers to invite Values and Ethics representatives to meet with their teams periodically, facilitating open discussions about ethical practices and accountability.

We are also collaborating with our communications division to establish a promotion strategy and review our internal website (InfoSite page) to improve content and format. This will include adding more tools and links. Furthermore, we are considering incorporating Values and Ethics (V&E) issues as a semi-regular topic at Senior Management meetings. Additionally, regular engagement with Human resources (HR) will be initiated to ensure that obligations are reflected in onboarding processes, learning requirements. We will be collaborating with various sections of HR to enhance processes by integrating Values and Ethics components, not only to improve services but also to ensure compliance, such as partnering with the harassment team to address ethical concerns effectively.

The Department has undertaken several initiatives to ensure that conversations about personal accountability in upholding public service values and ethics are ongoing and integrated into our culture and daily operations. We ensure that our Values and Ethics awareness sessions include overviews of our shared values and their relevance to daily tasks, featuring concrete examples and discussions on ethical decision-making. These sessions also cover policy requirements, the role of leadership in promoting ethical behaviour, and available resources for support.

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?

Based on the conversations and consultations, several recurring themes have emerged. There is significant interest in understanding the connections between social media usage, duty of loyalty, impartiality, political activities, and the right to democracy. Managers and employees expressed a need for more concrete examples, tools, and personalized scenarios to better understand and navigate potential conflicts of interest, particularly regarding social media activities and commenting on government policies.

Once again, during the consultations, the recurring themes mostly revolved around the need for clearer guidelines on social media, duty of loyalty, providing evidence-based advice to the Minister’s office and maintaining relations with the Minister’s office (impartiality), off-duty conduct, diversity, accommodation for employees with disabilities, courage in addressing inappropriate behaviour, and fostering a respectful workplace.

Participants suggested creating a comprehensive questions and answers (Q&A) section on the InfoSite, streamlining guidelines, and increasing the Values and Ethics team's visibility through management meetings and outreach efforts. There is a preference for incorporating real-life scenarios and practical examples into training materials to help employees, especially younger generations, understand their ethical obligations. Instead of mandatory training, managers could periodically invite Values and Ethics representatives to discuss ethical practices with their teams. Emphasis will be placed on organizing workshops and sessions to increase awareness of Values and Ethics, particularly on safeguarding confidential information and understanding the potential risks associated with unethical behaviour.

We need to continue our conversation and have more meetings and events planned to reach out to employees and continue consultations. These discussions will further involve employees, managers, senior management, and equity groups to deepen our understanding and implementation of these important topics.

Question 9

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

We are planning adjustments to our learning activities to ensure that the recurring themes identified during our consultations are effectively addressed in future sessions. While we have yet to implement these changes, our strategy focuses on several key approaches.

Firstly, we are enhancing communication and accessibility by developing a comprehensive Q&A section on our internal website (InfoSite) and streamlining guidelines to make them more user-friendly. This includes creating articles in response to recurring employee inquiries, which helps address specific topics and issues as they arise.

Secondly, we plan to incorporate real-life scenarios and practical examples into our training materials to help employees better understand their ethical obligations. Additionally, we will organize workshops and sessions that focus on specific topics, such as safeguarding confidential information during the budget period. These sessions will also cover themes such as social media usage, duty of loyalty, off-duty conduct, post-employment, and outside employment.

We also propose that managers periodically invite Values and Ethics representatives to discuss ethical practices with their teams through informal training sessions.

Attention has been drawn to the low participation rates in the existing Values and Ethics training module offered by the Canada School of Public Service, highlighting the need for a comprehensive review. The Office of Values and Ethics will actively work with the Finance Canada Learning Team to find a solution and develop training that better suits the Finance Canada workforce.

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)?

We have undertaken several actions that have been successful in gathering employee feedback and learning about training needs. These efforts have resonated well with both employees and managers and have facilitated meaningful discussions about values and ethics. Some of the key activities include consultations with Assistant Deputy Ministers (ADM) and their management teams, consultations with employees in small teams, an open door event with limited attendance, and a planned consultation day during the Public Service Week in June. Additionally, we distributed a Values & Ethics (V&E) brochure during these events, and we will continue distributing it at upcoming events to ensure employees are aware of our commitment to include their feedback in the program enhancement. Later in the year, we plan to conduct a V&E survey to expand on the consultations. We are also doing walks around the floors to remind employees that they can come to the Office of Values and Ethics to share feedback.

We are looking to develop a comprehensive Q&A section on our internal website (InfoSite) and streamlined guidelines to make them more accessible. This will help in addressing specific topics and issues as they arise, based on employee inquiries. Additionally, incorporating real-life scenarios and practical examples into our training materials will help employees better understand their ethical obligations. 

Organizing workshops and sessions focused on specific topics, such as safeguarding confidential information during the budget period, social media usage, duty of loyalty, off-duty conduct, post-employment, and outside employment, will provide targeted learning opportunities. These sessions will address recurring themes identified during consultations. We have also proposed that managers periodically invite Values and Ethics representatives to discuss ethical practices with their teams through informal training sessions. This ongoing dialogue will help reinforce the importance of ethical behaviour and keeps these themes top of mind.

Finance requires its employees to sign confidential Reports (conflict of Interest declaration form) annually. This provides an opportunity for engagement by managers with employees to discuss values and ethics considerations on a regular basis.

Increasing the Values and Ethics team's visibility through participation in management meetings and outreach efforts has fostered greater familiarity and trust between employees and the values and ethics team. This has encouraged more open discussions about ethical issues. Our communications strategy involves developing articles and messages in response to employee inquiries and emerging issues. This dynamic approach ensures that our guidance is timely and relevant, helping employees navigate ethical dilemmas as they arise.

Recognizing the low participation rates in the existing Values and Ethics training module offered by the Canada School of Public Service, we will be working with the Learning Team to promote participation in the current course while considering additional training that better suits the Finance Canada workforce. Exploring creative approaches and new tools to make training more engaging and relevant. In addition, the availability of training in this area will be featured more prominently in onboarding sessions for new employees.

We recognize that this is an ongoing process, and we are committed to continuing these efforts through further consultations and engagements with employees, managers, senior management, and equity groups.

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)?

To measure increased employee awareness of the role of values and ethics in their daily work, we will utilize several indicators. Firstly, we will track participation rates in consultation activities, training sessions, and other learning activities focused on values and ethics. An increase in participation indicates a growing interest and awareness among employees, demonstrating their willingness to engage with these important topics.

Secondly, after completing training sessions, employees will be asked to complete assessments to gauge their understanding of values and ethics concepts and their application to their daily work. Improvement in assessment scores over time indicates increased awareness and comprehension, reflecting the effectiveness of our training efforts.

Furthermore, we will conduct periodic surveys specifically tailored to assess values and ethics awareness among employees. These surveys will not only inquire about employees' understanding of values and ethics principles but also include questions about their familiarity with the appropriate channels for seeking assistance when faced with ethical dilemmas. An increase in positive responses over time indicates improved awareness and alignment with organizational values, as well as a greater understanding of the available support resources within the organization.

An increase in the number of employees contacting our office for advice on ethical matters serves as an indirect indicator of heightened awareness. More inquiries suggest that employees are actively seeking guidance and support in navigating ethical challenges in their daily work, reflecting a growing recognition of the importance of values and ethics in decision-making. To note: we have noticed an increase in the past weeks.

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)?

Moving forward, we are committed to exploring opportunities to align our actions with the recommendations outlined in the report. This may involve initiatives such as integrating values and ethics considerations into various training programs, fostering inclusivity and diversity within our workforce through inclusive staffing practices, and raising awareness about ethical issues among our employees and ensuring ethical practices in our procurement processes.

We understand the significance of promoting a culture of integrity, accountability, and respect within our organization, and we are dedicated to taking concrete steps to advance these goals in accordance with the guidance provided by the Deputy Ministers’ Task Team on Values and Ethics Report.