Veterans Affairs 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?

Veterans Affairs Canada (VAC) has made mandatory online values and ethics (V&E) and harassment and violence prevention (HVP) courses tailored to various organizational roles such as managers, employees and occupational health and safety committees, as well as online onboarding which includes a comprehensive module on V&E. Scenario-based V&E training is in development and being tailored and delivered to various functional communities just-in-time (e.g. health professionals, staffing). A broad departmental engagement on V&E launched this spring will provide valuable input on the final department-specific values and ethics training plan, which is expected to be developed by December 2024, to support implementation of an updated departmental code of conduct. In the meantime, the departmental code of conduct workshop and civility in the workplace sessions continue to be delivered to teams and adapted to divisional needs. Awareness and guidance continue to be promulgated through the launch of a V&E speakers’ series, tips and dialogue tools, and scenario-based conflict of interest (COI) guides.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

A broad departmental engagement on values and ethics (V&E) is underway to identify risk considerations at both the departmental and functional community level, which will serve to inform the refreshed V&E and harassment and violence prevention (HVP) training plan that will be implemented in tandem with an updated departmental code of conduct by December 2024. 

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 updated VAC code of conduct is expected to be implemented by December 2024 and will be supported with a communications plan and renewed training.

The pillar of the Veterans Affairs Canada (VAC) employment contract, the departmental code of conduct sets out the values and expected behaviors of all employees. The VAC code of conduct is currently under review. The Department is conducting a broad engagement on values and ethics (V&E) seeking input from employees at every level, including from various disciplines and equity-deserving communities, to inform current ethical risks and the emerging context for our various functional areas. The departmental code will be updated to address gaps and ethical risks, where appropriate, and to ensure it is reflective of our current and future culture and workforce, so that every VAC employee can see themselves in the updated code and is guided in ethical right-doing.  

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.

Updates will align with the feedback from the departmental values and ethics (V&E) engagement, and are likely to include socially and culturally-relevant norms, and an expansion on expected behaviours, with the goal to support ethical right-doing and decision making in the workplace. 

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.

Veterans Affairs Canada (VAC) recognizes that conversations on values and ethics (V&E) are required at all levels of the organization to permeate the workplace culture. The Department held a comprehensive discussion with the total executive cadre to review and endorse the departmental V&E strategy, the goal of which is to renew a strong ethical workplace culture where every employee is guided by the code of conduct in their decision-making and behaviours, and held to account. The strategy includes the four criteria of: cultural transformation, sound guidance, safe dialogue and compliance.

The engagement with all executives also included time to jointly share ethical dilemmas, available tools to support team-based conversations, and review complex values-based case studies. A second engagement with the executive cadre featured a fireside chat between the Deputy Clerk of the Privy Council and the VAC Deputy Minister. The department has also launched a V&E speaker series, which focus on inspiring ethical conversations from thought leaders with lived experience, to bring values-based conversations to the forefront, to provide a catalyst for leaders to promulgate discussions within their own teams, and to keep staff informed of the departmental V&E engagement plan. The first such all-staff event included a panel discussion and open questions and answers with senior executives sharing how they have thrived through trying times by staying grounded in values. The panel reminded employees that even in challenging times, values and ethics need to be applied on the job every day, embedded into the actions we take and the decisions we make. The feedback and engagement from participants was resoundingly positive, and confirmed the strong desire from employees to regularly engage in ethical discussions. The second event this June will feature the Public Sector Integrity Commissioner Harriet Solloway, with a third planned in October on ethical considerations related to the use of social media and artificial intelligence.

In the meantime, a team of facilitators are leading conversations throughout the organization by community of practice to solicit and identify areas of ethical risk, which will inform the departmental code of conduct and V&E training framework refresh. Focus group sessions are tailored to executives, managers, staff by various disciplines such as nurses, occupational therapists, administrative officers, finance, policy, etc.

Engagements are also planned with equity-deserving communities. A mandatory conflict of interest (COI) campaign will be initiated starting with the executive cadre, as the department launches a revised COI disclosure and self-assessment form and reminds all employees of the requirement to seek approval prior to engaging in external contractual activities. Managers will also be required to review V&E and COI obligations with staff during performance discussions. 

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.

The departmental onboarding program was updated last year to include an expanded module on the departmental code of conduct, conflicts of interest (COI) and the requirement to speak up if confronted with wrongdoing. Starting this fiscal, employees and managers will be reminded during the performance management discussions to review their ethical and COI obligations under the code of conduct and to declare and resolve these accordingly. Veterans Affairs Canada (VAC) will be shoring up its COI program to ensure that staff recognize personal accountability when to disclose. A revised departmental COI disclosure and self-assessment form will be launched to coincide with a mandatory COI campaign for the executive cadre. The COI campaign will first focus on Executives to ensure that leaders lead by example, which will enable them to support staff understanding and compliance. 

Executives are now regularly engaged on the results of COI assessments, to ensure there is follow through on any recommended mitigation measures. The departmental engagement on values and ethics (V&E) will inform other areas of COI risk that may benefit from mandatory and/or regular disclosure requirements. VAC has also implemented a mandatory attestation of impartiality, diversity, and inclusion form to ensure those leading selection processes comply with conflict of interest and ethical requirements in the context of staffing decisions. 

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 consultations held thus far revealed emerging themes including political impartiality, the use of social media and artificial intelligence, conflicts of interest and hybrid work. These themes align closely with those highlighted in the Deputy Ministers’ Task Team on Values and Ethics Report to the Clerk. Feedback has also identified an interest to regularly engage in ethical discussions in the workplace, and a recognition that our common values bind us together and guide us as our north star as employees of Veterans Affairs Canada (VAC). This underscores the relevance and timeliness of the consultations, ensuring that the insights gained are directly applicable to current organizational priorities and environmental challenges and opportunities. 

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)?

A strong emphasis has been placed on preventive measures, including trauma-informed, civility and anti-racism training, as well as scenario-based discussions on values and ethics (V&E) and conflicts of interest (COI) with executives and teams across the department. These proactive strategies are designed to foster a respectful and ethical workplace culture, equipping employees with the knowledge and skills to handle challenging situations effectively and empathetically. 

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)?

Learning activities centered around conversations on civility in the workplace and values and ethics (V&E) case studies have proven to be successful. These sessions engage employees effectively, who appreciate the practical and applicable nature of the discussions, notably when anchored in realistic scenarios. By providing clear examples of values as applied in ethical decision-making, employees gain a deeper understanding and are more likely to integrate these principles into their daily routines. This practical approach not only reinforces the importance of civility and ethical conduct but also empowers employees to apply these values consistently in their work environment.

Importantly, Veterans Affairs Canada (VAC) has appointed its first ever Values and Ethics Champion. The department also established a V&E advisory committee, comprised of executive leaders from every sector of the department, to provide a sounding board and to ensure that plans and activities are reflective of the operational realities of each sector. The Champion and advisory committee are actively engaged in fostering conversations within the organization. A key contributor of success has been the authenticity of leaders who have been shepherding the conversations around V&E. This has helped participants share candidly on ethical risks and contribute safely to the departmental engagement.

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)?

The primary indicator tools to be applied include the Public Service Employee Survey (PSES), departmental pulse surveys and engagement with focus groups. The pulse surveys will provide quick, real-time feedback on employees' perceptions and understanding of V&E as they relate to their daily tasks. The PSES, a more comprehensive tool, will offer a broader perspective on employee sentiment and awareness, capturing detailed insights over a longer period. Additionally, engagement with focus groups will allow for in-depth discussions and qualitative assessments, providing a nuanced understanding of employees' awareness and attitudes towards V&E. Data will also be integrated from compliance and recourse tools, such as conflict of interest declarations, disclosures of wrongdoing, and conduct investigations. These indicators will create a robust framework for evaluating and enhancing the integration of values and ethics in the workplace. 

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)?

At Veterans Affairs Canada (VAC), serving our Veterans with efficiency, empathy and compassion is paramount. Much of the service interaction from VAC is directly with the Veterans that we support. We strive to offer our employees an environment where our managers lead by example and where employees are supported in ethical right-doing every day. Our revised code of conduct and associated training plan will continue to promote open dialogue and foster a values-based service organization as our north star. In that vein, VAC has appreciated the opportunity to leverage the recommendations from the Deputy Ministers’ Task Team on Values and Ethics Report to promote internal conversations on V&E. The feedback has been resoundingly positive thus far, as it has offered an opportunity in these complex times to reflect on our calling as public servants, and the values that bind us together in our service to Veterans, their families, and all Canadians.