Office of the National Defence and Canadian Armed Forces Ombudsman

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 office of the Ombudsman for the Department of National Defence and Canadian Forces (“the Ombudsman”) is an arms-length oversight body which is independent of the Canadian Armed Forces chain of command and the administration of the Department of National Defence. 

While independent in all operational decisions, and reporting directly to the Minister of National Defence, the Ombudsman complies with Central Agency and DND policy. The Ombudsman is fully compliant with both the Values and Ethics Code for the Public Service and the Defence Ethics Program. 

Note that the Ombudsman is a small organization with less than 100 employees. The Ombudsman has a dedicated team of experts who provide guidance and support to individuals as needed and regular training on issues related to values and ethics. The Ombudsman is represented on the Interdepartmental Network on Values and Ethics and brings relevant issues to the attention of the organization. Training is provided to the organization as a whole, including at least one annual all-staff training, and often addresses issues that arise in the news or that are related to the specific issues related to Ombudsman work. Given the small size of the organization and the resources dedicated to values and ethics, a formal training plan broken down to the divisional level is not necessary to the good administration of the program.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

See above response.

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 office of the Ombudsman does not currently have an organization-specific code of conduct. Nevertheless, we regularly focus and provide training on the principles and values associated with the work of an ombudsman (independence, confidentiality, neutrality, fairness). However, the Clerk’s Renewed Conversation on Values and Ethics has prompted a project to develop an organization-specific code of conduct tailored to the needs of this office and the principles underpinning the work that we do. The target for completing this review is the end of the 2024-25 fiscal period.

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.

See above response.

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?

• All-staff engagements (e.g., town halls)
• Focused engagement sessions on specific topics (e.g., conflicts of interest, social media, emerging technologies)
• Specific values and ethics communications campaigns

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

Every new employee to our office swears an oath of service and is provided with information about the Values and Ethics Code for the Public Service during an onboarding session with a member of the values and ethics team. They are also provided with resources and encouraged to contact the team of experts should they encounter any concerns or have any questions.

The Ombudsman provides an annual training session, at an all-staff event, related to one or more of the expected behaviours that public servants must uphold.

When topical, specific issues related to values and ethics are highlighted to all staff in presentations or in written educational materials. For example, during an election period, employees were reminded about guidelines for engaging in political activities and referred to the resources available from the Public Service Commission.

Where individuals have questions related to their activities, counsel and advice is provided that is consistent with the Values and Ethics Code for the Public Service.

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.

New employees are informed about values and ethics, generally, as well as who to contact within the organization with any questions. This is done in dedicated onboarding sessions with a member of the values and ethics team and is reinforced through the provision of written information and mandatory training.

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?

Some of the recurring themes that have emerged from conversations within the office relate to conflicts of interest, participation in political activities, social media engagement, and fostering a respectful workplace.

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)?

Given the small size of our organization we have addressed recurring themes on an ad hoc basis and as a continuing dialogue. This was done on a weekly basis, as needed, prior to the pandemic. Adjustments to a hybrid workplace have resulted in a more formal and less frequent discussions. 

Political activities are normally discussed during election periods; some discussions have been prompted by news reports on inappropriate social media activities, and activities demonstrating questionable ethics. 

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 workplace assessments related to harassment and violence prevention have fostered conversations, particularly in relation to respect for people.

The Ombudsman’s Public Service Employee Survey working group (a group with representatives from all sections of the office tasked with making recommendations to address shortcomings identifies in the Survey) has also fostered some conversations about values and ethics. 

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)?

At this time the best measures of awareness come from the results of the Public Service Employee Survey and questions submitted and discussed at all-staff events.

Question 12

Will these indicators be disaggregated by identity factors?

• No

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 Ombudsman’s Office has always stressed the importance of and the expectation of compliance with applicable codes of values and ethics, including the Values and Ethics Code for the Public Service, the Defence Ethics Program, and their predecessor policies or programmes. Employees are provided with information about these expectations and requirements, generally and individually.  The values and ethics team is readily identifiable and available to respond to questions or concerns within short time frames. 

Discussions, consultations, and work has started on an organization-specific code of conduct, in part prompted by the renewed conversation on values and ethics.  This code takes the Values and Ethics Code for the Public Service as a starting point and will be tailored to the work of the Ombudsman and ombudsmanry principles.

Additionally, the Ombudsman’s Office continues to work with the Department of National Defence on an approach to internal disclosures of wrongdoing that respects legal requirements as well as Ombudsman’s Office independence and arms-length relationship with the Department, and thus does not threaten the Ombudsman’s ability to provide neutral and objective services to its constituents.