Department of Justice

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?

At this time, the focus has been on conducting focus groups with employees throughout the Department of Justice Canada (the Department). Training plans are part of these discussions and will be further refined as the consultation process is completed and needs are better defined. Early indications are that employees are looking for situation-based discussions in order to bring Values and Ethics to life. We expect this work to continue over the summer and early Fall of 2024. However, the Department currently has department-specific values and ethics training in place. In particular, the Values and Ethics Office offers workshops on conflict of interest and is regularly invited to various onboarding and orientation sessions for new employees, including those aimed at students and articling students, and leadership training sessions for new managers and supervisors.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

In addition to the training that is currently in place, the work on the training plans will continue over the summer and early fall.

Part II. Codes of conduct

Question 3

Has your organization reviewed its code of conduct?

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

Question 4

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

The review of the departmental Code of Conduct has commenced and will continue throughout the summer in order to determine whether updates to the Code are necessary. Early indications are that an overhaul of the Code is not warranted. However, we may take the opportunity to make minor adjustments to better reflect anti-racism, equity, diversity, inclusion, reconciliation, and accessibility principles. To do so, we are undertaking consultations with stakeholders, which are already underway. We anticipate this work to be completed by end of fiscal year 2024-2025.

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.

As noted in question 4, the review of the departmental Code of Conduct has commenced and will continue throughout the summer in order to determine whether updates are necessary. As part of that assessment, we will consider what changes are best made in the Code as opposed to what other tools will be modified or created to support the departmental Code.

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.

The work required to meet the recommendations set out in the Deputy Ministers’ Task Team on Values and Ethics Report continues within the Department. All employees were made aware of the Report in early January. This was followed by a discussion at Executive Committee, at which time it was agreed that all managers would lead focus groups within their areas of responsibility and submit a report centrally to the Department’s Values and Ethics Office. A Management Information Session, which includes all senior managers and executives of the Department, was also held on February 29^th dedicated to this topic, at which time managers had the opportunity to provide their input. Following this session, a communication was issued by the Assistant Deputy Minister, Management Sector, and the Department’s Values and Ethics Champion requesting that each Sector/Portfolio commence consultations with their staff ensuring as broad of participation as possible. A toolkit was also made available to all those conducting consultations. Several targeted sessions were also led by the Values and Ethics Office with areas responsible for managing workplace issues, such as Labour Relations, Security, and others. In addition, the Anti-Racism and Anti-Discrimination Secretariat led discussions with departmental employment equity advisory committees. The results of the consultations (over 115) continue to be analyzed to further define the Department’s needs for continued dialogue, engagement and communication. The results of the consultations and the way forward were the subject of an Executive Committee Retreat held on May 31, 2024. In addition to the training plan and the review of the Code, the Department is developing a communication and an engagement campaign to ensure continued dialogue and awareness. 

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.

Values and Ethics already forms part of a number of processes, including onboarding of staff, annual reminder of requirements and expectations under the Values and Ethics Code of the Department of Justice, performance and talent management, professional development and professional regulatory body requirements (i.e. law society requirements). However, once the analysis of the results of the consultations is completed, consideration will be given to whether enhancements or changes to the above-noted activities are needed, and what other measures could be implemented.  

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?

Information stemming from consultations (more than 115 consultations) continues to be analyzed, but the recurring themes so far include: social media use and political engagement; need and desire to have targeted values and ethics training and awareness; hybrid and remote work challenges; public service culture and the changing work environment; volunteering and external engagements; stewardship and resource management; workplace culture and respect; diversity and inclusion; public trust and perception; professional conduct and legal obligations; mental health and employee well-being; transparency and communication; and, modernization and adaptability.

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)?

Learning activities have not yet been adjusted. However, the input received through the consultations are being considered to determine what new offerings could be developed to meet the expressed needs. As a result of requests made from various areas in the Department, training has already been developed on social media and duty of loyalty. Other themes outlined above could be the basis for additional targeted training, communications, and engagement products.

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)?

The values and ethics consultations led by managers have fostered many fruitful conversations and ensured that all employees regardless of group and level have had the opportunity to contribute and have a voice. Approaches have varied widely, with sessions being offered to different groups but also for various group sizes. Existing training offered by the Values and Ethics Office on conflict of interest, which involve scenario-based exercises, have been proven successful in fostering dialogue. The consultations have identified a need to have continued situation-based discussions and training to concretize the requirements and expectations, along with other formats and fora to meet the different learning styles.  

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)?

It is expected that the Public Service Employee Survey as well as other engagement activities and fora, including Management Information Sessions, townhalls, and performance management processes will help to inform and measure employee awareness. Statistics on training attendance and conflict of interest disclosures, as well as other indicators may also be used. The indicators will be identified and refined as training plans and campaigns are further refined. The wide-spread consultations and the high rate of engagement by employees across the Department have been successful in increasing employee awareness.

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)?

There continues to be a high level of engagement throughout the Department from the most long-standing public servants to new recruits. Employees want continued engagement and concrete guidance to ensure a better understanding of their obligations to ensure that they respect them. We have also identified a clear need to have regular situation-based discussions to concretize expectations and requirements. As a result of COVID and the hybrid environment, there has also been less direct engagement with employees which now means there is a heightened need and desire to transfer knowledge and experience. Consultations have also identified that a one-size-fits all approach may not be conducive and there is a need to plan for more adaptable training and communications to ensure proper outreach and understanding throughout the Department.