Internal Audit of Values and Ethics
July 2025

Table of contents

Conformance with professional standards

This audit conforms to the Institute of Internal Auditor's International Standards for the Professional Practice of Internal Auditing and the Treasury Board's Policy on Internal Audit, as supported by the results of the Internal Audit and Evaluation Directorate's Quality Assurance and Improvement Program.

Background

Values and Ethics (V&E) serve as a moral compass, guiding and establishing benchmarks for behaviors, decisions, actions, and culture within organizations, including the public sector. Federal public servants have a duty to preserve public trust and uphold a professional, non-partisan public service.

In 2012, the Values and Ethics Code for the Public Sector was updated under the Public Servants Disclosure Protection Act (PSDPA), requiring the Treasury Board of Canada Secretariat to establish a code of conduct for the federal public sector. In 2020, the Directive on Conflict of Interest was introduced to minimize risks associated with conflicts of interest and duties.

In 2023, the Clerk of the Privy Council (the Clerk) initiated a renewed dialogue on public service values and ethics in the context of global challenges. The Deputy Ministers' Task Team on Values and Ethics Report, released in January 2024, identified five areas for departmental reflection and action. Follow-up messages in April and October 2024 called for self-assessments on the implementation of the Call to Action on values and ethics to ensure continuous improvement and accountability.

As the Department with the mission of building a safe and resilient Canada, Public Safety Canada (PS) employees at all levels have a particular obligation to ensure that everything they do in their work, reflects the values of the Values and Ethics Code for the Public Sector, and ultimately contributes to the safety and security of Canadians. In alignment with the Values and Ethics Code for the Public Sector, in 2012, PS developed and adopted its own code of conduct (PS Code of Conduct) which complemented the 2010 set of departmental values: Service, Unity, Respect and Excellence.

Roles, responsibilities and accountabilities for V&E within PS are shared among employees, managers, executives, the Deputy Ministers, the Senior Officer for Internal Disclosure, the Values and Ethics Champions, and the People and Culture Directorate (PCD) within the Corporate Management Branch (CMB).

The Deputy Minister is responsible for establishing the PS Code of Conduct, ensuring that employees are aware of their obligations under the PS Code of Conduct, and can obtain appropriate advice on ethical issues.

Additionally, the Deputy Minister ensures that the PS Code of Conduct and internal disclosure procedures are implemented effectively, regularly monitored, and evaluated to remain robust and fully relevant to the evolving challenges and roles of the department, Government, and country.

The PCD administers the V&E Program. The V&E Program supports the establishment of a values-based and ethical workplace through the development of policy and the provision of advice, guidance, training, tools, and resources on all aspects of V&E to PS employees. The Program provides support to the Senior Officer for Internal Disclosure and the Values and Ethics Champions as required. The V&E Program has undertaken various initiatives, including the review of the PS Code of Conduct and the conflict-of-interest process, in response to the 2023 Deputy Ministers' Task Team on Values and Ethics' recommendations.

Audit objective, Scope and Methodology

The objective of the Audit of Values and Ethics was to assess the values and ethics framework and practices, both in existence and in development, in enabling the Department to foster a culture of integrity and contribute to public trust.

Scope inclusions

The scope of the audit included documents, records, and processes developed and conducted by the PCD of the CMB from April 2023 to February 2025.

Scope exclusions

The audit did not examine fraud risk management, human resource management, and V&E based decision-making and operational processes as they are considered within each audit engagement risk assessment process.

Methodology

For each audit criteria established (Annex A), methodology was developed to sufficiently and appropriately examine the area in support of the audit objective. To complete the audit, the following methods were used:

Interviews

Interviews were conducted with relevant departmental V&E staff and PS employees.

Document review

Review of relevant internal and external V&E documentation.

Survey

V&E department wide survey.

Analysis and testing

Analysis of process and procedures in place, as well as survey results.

Findings – Governance

Finding 1

The roles and mandates of the Departmental Management Committee (DMC) over V&E are documented in the committee's terms of reference. However, DMC has not been diligently exercising its roles and responsibilities in engaging regularly on V&E initiatives and providing oversight to the V&E Program.

What we expected

The audit team expected an oversight committee to be established with clearly defined and implemented roles and mandates for overseeing the V&E Program and initiatives.

What we found

Oversight

The Department's Corporate Governance Framework identifies the Departmental Management Committee as the senior departmental committee mandated to offer strategic guidance on policies, programs, legislative and regulatory issues, and to make decisions on departmental planning and priorities. According to the DMC Terms of Reference (ToR), roles include reviewing and approving policies, plans, and reports related to HR programs and services. This encompasses V&E Program and initiatives.

The audit team found that, currently, V&E items are presented at DMC meetings for information on a sporadic basis, with limited discussion among DMC members. While the review of the records of decisions revealed no evidence that advice was formally sought or received during the DMC meetings, interviews with DMC members indicate that relevant discussions were held. Opportunity remains for more fulsome discussions on V&E items in accordance with the DMC ToR to determine whether the V&E Program is achieving the intended results.

From April 2023 to February 2025, there were 47 DMC meetings, and the V&E Program presented twice for information purposes. In August 2023, a presentation was conducted covering Conflict-of-Interest cases assessed for 2022-2023, in-house training sessions, and a reminder of employees' rights and responsibilities. In May 2024, another V&E presentation was made on the Department's self-assessment results following the Clerk and Deputy Clerk of Privy Council's April 2024 Call to Action request.

In addition to those two V&E presentations, V&E aspects were incorporated into other DMC presentations on 11 additional occasions for discussion such as a presentation on the departmental fraud risk management framework. However, for all those DMC meetings, the V&E Program did not seek advice or direction from DMC, and evidence reviewed showed DMC provided limited direction.

The audit team also noted that, despite being included on the DMC's agenda, the endorsement of the updated PS's Code of Conduct has been repeatedly deferred. The V&E Program has updated the Department's Code of Conduct in response to the Clerk of Privy Council's October 2024 message to deputy ministers, heads of separate agencies, and heads of federal agencies. Departments were asked to update their organizational code of conduct by spring 2025. However, as of May 2025, the updated PS Code of Conduct has been waiting since December 2024 to discuss and obtain the DMC's endorsement before making it available to PS employees. This ongoing delay may indicate or be perceived to indicate a lack of prioritization and commitment to finalizing this critical document.

Why it is important

An effective oversight committee is key to demonstrate the importance of V&E, make linkages with departmental priorities, policies, process, and systems, ensuring that the V&E Program effectively promotes and upholds the organization's core values and ethical standards.

Recommendation 1

The Assistant Deputy Minister (ADM), CMB in collaboration with the Governance Secretariat, should reinforce the mandate of the DMC regarding the V&E Program. This will ensure Committee members are regularly engaged in discussions about V&Es initiatives, and that the Program receives the strategic direction to support a values-based and ethical workplace.

Finding 2

The V&E initiatives are dispersed across various plans and initiatives that lack integration and do not consistently reflect the latest direction from the Clerk. This could lead to inefficiencies and inconsistencies in the delivery of the V&E Program.

What we expected

The audit team expected the Department to establish and communicate strategic direction to support the planning and achievement of V&E Program initiatives.

What we found

Strategic Direction

Creating and maintaining sound ethical standards within PS was recognized as an important element of the departmental organizational culture in the documentation reviewed and the interviews conducted. The audit team found that instances of communication of V&E strategic direction were made in response to the Clerk's messages or requests.

In light of the renewed dialogue on public service V&E initiated by the Clerk in 2023, a Deputy Ministers task team was formed to advance discussions of the Public Service V&E. A Deputy Minister's Task Team on Values and Ethics Report to the Clerk of the Privy Council was published and lays out recommendations. Messages from the Deputy Minister to all PS employees communicated some strategic directions based on these recommendations.

In April 2024, another message from the Clerk called on deputy ministers, heads of separate agencies, and heads of federal agencies to complete a self-assessment on actions undertaken to advance a renewed conversation on V&E. This self-assessment was completed and submitted by June 7, 2024, and made available to the public on the Privy Council Office (PCO) website. In October 2024, the Clerk further requested that deputy ministers, heads of separate agencies, and heads of federal agencies update their codes of conduct, produce a departmental disclosure of wrongdoing and misconduct report, and require employees to resubmit conflict of interest attestations annually commencing spring 2025.

Although, the V&E team undertook various initiatives to address these requests from the Clerk, the overall strategic direction in alignment with the Clerk's latest October 2024 message was not communicated to all PS employees nor discussed during DMC meetings between October 2024 and February 2025. There is an opportunity to strengthen and formalize a strategic direction that describes the departmental vision and goals in support of a values based and ethical workplace within the Department.

Planning and priority setting

PCD has developed a 2024-2025 Priority and Business Plan that outlined the high-level key deliverables for the directorate, including those for the V&E Program. The status of each deliverable in the plan is updated on a quarterly basis. Additionally, the V&E Program has created two plans: one outlining the 2023 DMs Task Team action plan on V&E, which was used to complete the required self-assessment published on the PCO website, and their 2024-2025 PS V&E Approach that detailed the actions and timelines for the V&E Program.

While many V&E initiatives underway align with the PCD 2024-2025 Priority and Business Plan, the audit team found that the 2024-2025 PS V&E Approach was not updated after its initial development and did not align with the overall PCD 2024-2025 Priority and Business Plan. Both Plans have one priority in common, which is the review and update of the PS Code of Conduct. Interviews revealed that planning is conducted informally, possibly due to a lack of clear strategic direction, which contributes to the perception of misalignment with the overarching PCD plan.

Why it is important

Strategic direction is the foundation upon which detailed plans are built. It provides the vision and goals that guide the development of specific initiatives and action plans, ensuring that all efforts are aligned and focused on achieving the organization's objectives. The absence of strategic direction could lead to inefficiencies, inconsistencies, ill-informed decision-making, and insufficient monitoring of progress towards organizational V&E goals.

Recommendation 2

The ADM, CMB should develop a consolidated multi-year V&E plan that outlines the vision, direction, expected results, responsibilities and accountabilities for an integrated Values and Ethics regime. This plan should support the cohesive implementation of V&E initiatives departmentally.

Finding 3

The PCD leads the V&E Program and provides support to the Senior Officer for Internal Disclosure and the newly appointed V&E Champions. There is a need to clarify the roles and responsibilities of V&E stakeholders to foster a more organized, proactive and efficient implementation of V&E initiatives.

What we expected

The audit team expected the Department to have identified and designated a sector to lead departmental V&E activities and that respective roles and responsibilities are communicated, clearly understood, and implemented.

What we found

Leads of V&E

Within the Department, roles and responsibilities for the V&E Program are shared among the following stakeholders:

Interviews with Regional Offices revealed that while most interviewees were aware of the existence of a Senior Officer of Internal Disclosure, there was significant confusion regarding the identity of this person and their specific roles and responsibilities. Some interviewees mentioned the Ombuds when it comes to disclosure of wrongdoing, others were unsure about the roles of the V&E Champions. This highlights the need for clearer communication and increased awareness about the roles and responsibilities of the various V&E stakeholders to further facilitate the management of any V&E related matters.

Why it is important

Assigning a dedicated sector to lead V&E initiatives and activities is essential for establishing clear accountability, streamlining communication, and ensuring consistent application of V&E policies. This approach minimizes confusion, raises employee awareness, and provides a reliable source of guidance and support, ultimately fostering a culture of integrity and ethical behavior within the Department.

Consideration 1

Clearly define and communicate the respective V&E roles of the Ombuds, the Senior Officer for Internal Disclosure of Wrongdoing, and the V&E Champions.

Findings – Program Design and Delivery

Finding 4

Policies, processes, and guidance related to V&E have been established or are being updated in accordance with applicable laws and regulations as well as government-wide policies and directives.

What we expected

The audit team expected that the V&E Program has established V&E policies, guidance, and processes, including but not limited to the Public Safety Code of Conduct, Wrongdoing and Conflict-of-Interest (COI), that are in alignment with applicable laws and government-wide policies and directives.

What we found

Key Policies, processes and guidance

The Department's V&E Program has established a set of policies and guidance that form the foundation of PS's organizational culture through a V&E lens. The majority of the PS V&E policies are aligned with the Values and Ethics Code for the Public Sector, the Directive on Conflict of Interest, the Public Service Employment Act, and the Public Servant Disclosure Protection Act (PSDPA), except the draft revised PS Code of Conduct which is currently on the DMC's forward agenda, awaiting review, input and approval.

When employees sign their letter of offer, they agree to comply with the requirements of the following documents: the PS Code of Conduct, the Values and Ethics Code for the Public Sector, and the Treasury Board Directive on Conflict of Interest. By committing to these values and adhering to the expected behaviors, PS employees are expected to uphold and strengthen the ethical culture of the organization and the public sector, make decisions in a way that upholds the public interest and contribute to public confidence in the integrity of all public institutions.

V&E considerations and responsibilities have been included in the monthly departmental onboarding presentations to inform and remind new PS employees of their responsibilities with regard to expected behaviors and responsibilities such as declarations of conflict of interest, and adherence to the Codes of Conduct.

Additionally, the Department has identified through a brainstorming session the 2010 departmental Values: Service, Unity, Respect and Excellence. To reinforce the departmental values, four Simple Rules were created by employees for employees similar to a social contract that sets out the following basic rules of social living in the workplace:

The audit team also found that the V&E Program has developed guidelines and tools to provide comprehensive information and support for employees and management. These resources, including guidance on ethical considerations when using Artificial Intelligence developed by the Treasury Board Secretariat (TBS) and the Canada School of Public Service (CSPS), are available and accessible on the Department's intranet site and the V&E Program intranet page.

Documentation review and analysis revealed that internal processes have been established for guiding the V&E team in assessing conflicts of interest. The steps for screening internal disclosures when instances are reported are clearly laid out in the Administrative Procedures for Internal Disclosure of Wrongdoing.

Why it is important

Policies, processes and guidance are crucial for ensuring consistency and clarity in actions, communications and decision-making across the Department. They enhance accountability and provide support to employees in performing their work and navigating the workplace ethically.

Finding 5

There is a need to develop specific training to support PS employees in applying V&E principles and behaviors in their day-to-day work, in particular those in the Regions. While communications on V&E are sent to all PS employees on a regular basis, the intranet page for the V&E Program has not been updated to reflect recent transitions and changes in processes.

What we expected

The audit team expected that training and awareness activities are in place to equip PS employees and promote V&E department-wide.

What we found

Training and Awareness

In general, information pertaining to V&E is well communicated across the department through emails from the Deputy Minister or the Director General of PCD to all PS employees, weekly departmental newsletters, and Workplace Culture Committee meetings. The audit team found that those messages are focused on reminding PS employees to review and comply with the PS Code of Conduct. The audit team also noted that the V&E team organized various focus group sessions to discuss V&E in light of the renewed discussion on V&E initiated by the Clerk in 2023.

The V&E Program has a dedicated intranet page that provides information on: V&E for new employees, ethical leadership, navigating social media, conflict of interest, wrongdoing, and disclosure as well as reference to the V&E policy suite and the V&E email address. While interviews with Regional Offices highlighted that the intranet page is a very useful resource and is relied upon to find information and tools, the audit team found that the V&E Program intranet page has yet to be appropriately updated to reflect the transition of the V&E Program to Workplace Relations & Culture and changes in processes. The reliance on the intranet page by employees for finding information and tools, including V&E support, highlights the importance of ensuring this resource is up-to-date.

The V&E Program intranet page offers information on mandatory V&E training and virtual training offerings available for all PS employees such as the Introduction to Values, Ethics and Conflict of Interest and Conflict of Interest for Academics and Researchers, and Respect in the Workplace. These courses are intended to complement the mandatory training on V&E offered by the CSPS for new public servants to be completed within the first six months of their start date.

The PS Learning and Development team monitors on a quarterly basis the completion rate of mandatory training and provides a report to the Branch heads. There has been a noticeable improvement in completion rates, with employees' rates increasing by 5% and managers' rates by 16% from FY 2023-2024 to FY 2024-2025. However, the completion rate at the manager level (65%) remains significantly lower compared to the employee level (89%).

The CSPS provides also various non-mandatory training and learning opportunities on V&E in alignment with the Clerk's recommendation that departments should contribute to reinvigorating training and dialogue on V&E throughout public servants' careers. These resources are accessible through the V&E learning path currently available on the departmental intranet page under the Learning and Development section. However, the audit team observed that these resources are not prominently displayed on the V&E intranet page, potentially reducing their visibility and ease of access.

It is important to note that while the V&E team has access to resources and network groups, there is currently no formal training to provide guidance on processes for addressing complaints of wrongdoing or assessing potential cases of wrongdoing. This gap in training is not unique to PS but reflects a broader issue across the federal government.

A department wide survey, conducted as part of the audit engagement, indicates that 82% of respondents receive the training needed to perform their responsibilities related to V&E, including conflict of interest and wrongdoing, while 18% feel that they don't. Further, comments from the survey suggest that there are gaps in communication, frequency, and practical application tools that must be addressed to better support employees in applying V&E principles consistently in their day-to-day activities. The sentiment was also echoed in interviews with Regional Offices that highlighted the need for more customized V&E training for employees in the regions in the particular context of their interactions with stakeholders in delivering PS programs.

Why it is important

Effective communication of V&E is vital to create and maintain a positive organizational culture. Inaccurate or outdated information could impact employees' ability to effectively engage with and adhere to the values and ethics standards.

V&E training equips employees to navigate challenges associated with their work, make sound and ethical decisions and helps prevent misconduct by reinforcing core values and expected behaviors. It also fosters a unified organizational culture where everyone understands and aligns with PS mission, values and expectations.

Recommendation 3

The ADM, CMB should develop and communicate enhanced V&E training and guidance for all PS employees. This training should support the integration of V&E principles into daily operations, with particular attention to the unique challenges faced by Regional Offices in managing interactions with external stakeholders.

Recommendation 4

The ADM, CMB should ensure that PS's V&E intranet page is updated and maintained to ensure all changes and information related to the V&E Program are communicated to all PS employees in a timely manner.

Finding 6

Survey results indicate that a majority of PS employees are aware of their obligations and responsibilities regarding V&E; however, there are concerns about confidence in the processes for reporting breaches of the Public Safety Code of Conduct and instances of wrongdoing.

What we expected

Through a department-wide survey, the audit team expected to find that PS employees have a sound understanding of their V&E roles and responsibilities, the departmental V&E Program, and the disclosure processes. The survey also sought to assess whether V&E policies and processes are implemented and operating as intended.

What we found

Awareness of V&E Obligations and Responsibilities

Survey results indicated that over 70% of respondents were aware of their obligations and responsibilities related to V&E and the Public Safety Code of Conduct. However, 48% were familiar with the Department's Simple Rules and only 50% of respondents indicated that they had reviewed the PS Code of Conduct in the past 12 months.

Survey question

Are you aware of your obligations and responsibilities in accordance with the following?

PS Simple Rules

PS Code of Conduct

Values and Ethics Code for the Public Sector

Understanding of Conflict of Interest and Wrongdoing

Survey questions

I am aware of what constitutes a conflict of interest within Public Safety Canada.

I have a clear understanding of what constitutes a wrongdoing within Public Safety Canada.

While the majority of respondents are familiar with the concepts of conflict of interest, wrongdoing, and the disclosure process, there is a noticeable gap in confidence in how wrongdoing is addressed across all levels of the Department. Many cited barriers such as fear of reprisal, alienation, discrimination, and retaliation that prevent them from making allegations of wrongdoing or ethical misconduct – with fear of reprisal being the most common.

Report of Breaches

Survey questions

I understand the process for disclosing a potential Conflict of Interest at Public Safety Canada.

I know and understand the process for reporting wrongdoing at Public Safety Canada.

Situations of wrongdoing are addressed at all levels, ensuring appropriate accountability.

Under existing mechanisms, I am comfortable and encouraged to come forward when faced with situations of breaches of Code of Conduct, conflict of interest, and wrongdoing.

I am aware of obstacles that may prevent employees from making allegations of wrongdoing or ethical misconduct.

Consideration 2

In the spirit of ongoing engagement in and continuous improvements to V&E, establish and implement a mechanism to obtain insights into ethical issues, challenges and barriers being faced by PS employees and share outcomes with Senior Management and PS Networks.

Findings – Monitoring and Reporting

Finding 7

The Department is compliant with V&E reporting requirements established by Central Agencies. However, the monitoring and reporting structure is not sufficiently robust to effectively measure progress against expected outcomes of the V&E Program and course correct in a timely manner.

What we expected

The audit team expected to find a reporting structure in place with indicators, targets, and timelines to monitor and relay information on the progress of the V&E Program to the appropriate oversight committees.

What we found

The Department is currently fulfilling its V&E reporting requirements to the TBS and PCO. PS completed its self-assessment report to PCO in June 2024 and is on track to report on recommendations outlined in the October 2024 message from the Clerk by spring 2025. These recommendations include updating the codes of conduct, producing a departmental disclosure of wrongdoing and misconduct report, and requiring employees to resubmit conflict of interest attestations annually.

Additionally, the 2007 Public Servants Disclosure Protection Act mandates organizations to publicly disclose instances of founded wrongdoing. The Department provided a report on the disclosure of wrongdoing in 2024 and is on track to submit the next report to the TBS by May 30, 2025.

However, the audit team found that monitoring and reporting on various departmental V&E initiatives underway are done informally on a sporadic basis. Reporting to the DMC has been fragmented and primarily for information purposes. Between April 2023 and February 2025, performance-related items presented included the DM Task Force Self-Assessment results and the COI case assessment numbers.

A review of the documentation revealed that the current V&E Program lacks defined performance indicators to measure progress against expected outcomes, primarily due to the absence of formal plans. The V&E plans lack specific details regarding deliverables, indicators, and targets, which limit comprehensive monitoring and reporting on V&E initiatives.

Why it is important

Performance monitoring and reporting mechanisms enable a Program to track and communicate progress against objectives and expected outcomes. It is also a means to improve the effectiveness and the efficiency of the Program. Inadequate processes for monitoring and reporting on the V&E Program could impede management's ability to identify and address areas for improvement.

Recommendation 5

The ADM, CMB should enhance the monitoring and reporting mechanisms of the V&E Program to provide regular updates to DMC on V&E related themes in support of oversight and decision making.

Conclusions

Overall, the audit found that the Values and Ethics framework and supporting practices are in place or under development to enable the Department to foster a culture of integrity and contribute to public trust. Policies, processes, and guidelines have been designed, implemented, or are being updated in accordance with applicable laws and regulations as well as government-wide policies and directives. Communications on V&E and expected behaviors are sent to all PS employees on a regular basis.

However, opportunities remain to strengthen the framework by improving oversight of the V&E Program, establishing and communicating a strategic direction for achieving V&E initiatives, maintaining regular engagement on V&E related issues, and monitoring and reporting of V&E related themes and initiatives.

Audit Recommendations

The following recommendations are proposed and will require an action plan approved by the ADM, CMB.

  1. The ADM, CMB in collaboration with the Governance Secretariat, should reinforce the mandate of the DMC regarding the V&E Program. This will ensure Committee members are regularly engaged in discussions about V&E initiatives and the Program receives the strategic direction to support a value-based and ethical workplace
  2. The ADM, CMB should develop a consolidated multi-year V&E plan that outlines the vision, direction, expected results, responsibilities and accountabilities for an integrated V&E regime. This plan should support the cohesive implementation of V&E initiatives departmentally
  3. The ADM, CMB should develop and communicate enhanced V&E training and guidance for all PS employees. This training should support the integration of V&E principles into daily operations, with particular attention to the unique challenges faced by Regional Offices in managing interactions with external stakeholders
  4. The ADM, CMB should ensure that the PS's V&E intranet page is updated and maintained to ensure all changes and information related to the V&E Program are communicated to all PS employees in a timely manner
  5. The ADM, CMB should enhance the monitoring and reporting mechanisms of the V&E Program to provide regular updates to the DMC on V&E related themes in support of oversight and decision making

Considerations

The audit team has identified considerations that could be actioned. Considerations do not require a management action plan (MAP) and are not subject to the Internal Audit and Evaluation Directorate's MAP follow- up process. The following actions have been identified for the ADM, CMB to consider.

  1. Clearly define and communicate the respective V&E roles of the Ombuds, the Senior Officer for Internal Disclosure of Wrongdoing, and the V&E Champions
  2. In the spirit of ongoing engagement in and continuous improvements to V&E, establish and implement a mechanism to obtain insights into ethical issues, challenges and barriers being faced by PS employees and share outcomes with Senior Management and PS Networks

Management Action Plan

Management Action Plan
Recommendation Management action plan – Deliverables Planned completion date
1. The ADM, CMB in collaboration with the Governance Secretariat, should reinforce the mandate of the Departmental Management Committee (now called EXCOM) regarding the V&E. This will ensure Committee members are regularly engaged in discussions about V&E initiatives and the Program receives the strategic direction to support a value-based and ethical workplace. 1.1 The ADM, CMB will collaborate with the governance secretariat to ensure that the V&E program is added to the EXCOM agenda as required. In addition, given the Clerk's emphasis on the importance of this topic, as well as PS's commitment to upholding V&E within our department, the V&E team will engage on a regular basis with the V&E Co-Champions, so that they can also speak to V&E topics at the EXCOM meetings. September 30, 2025
1.1.1 V&E topics to be included on the agenda of the EXCOM meetings on a quarterly basis and reflected in the meeting minutes. Ongoing
1.1.2 When required, information to be provided by the V&E team at the EXCOM to allow for informed discussions and/or decision or action as necessary. Ongoing
1.1.3 The V&E Champions will provide an annual V&E update at the EXCOM, and twice- yearly updates to the Workplace Consultative Committee. Ongoing
2. The ADM, CMB should develop a consolidated multi-year V&E plan that outlines the vision, direction, expected results, responsibilities and accountabilities for an integrated V&E regime. This plan should support the cohesive implementation of V&E initiatives departmentally. 2.1 The ADM, CMB will develop a multi-year V&E plan that will outline the vision, direction, expected results, for an integrated V&E regime. March 31, 2026
2.1.1 Define and Document Key Priorities across three categories—the Clerk's V&E Taskings, the People and Culture Directorate Priorities for V&E, as well as ongoing V&E activities. July 31, 2026
2.1.2 Develop a Comprehensive Multi-Year Plan to accomplish the priorities identified for the V&E team. This plan will be an evergreen document to be adjusted in accordance with changes in the Department's priorities. This plan is to be approved at EXCOM by March 31, 2026. July 31, 2026
2.1.3 Establish an Annual Review Process to assess progress against priorities, integrate lessons learned, and update the plan based on best practices and stakeholder feedback. Outcomes will be shared with V&E Champions and at EXCOM by April 30 each year. November 30, 2026
3. The ADM, CMB should develop and communicate enhanced V&E training and guidance for all PS employees. This training should support the integration of V&E principles into daily operations, with particular attention to the unique challenges faced by Regional Offices in managing interactions with external stakeholders. 3.1 The ADM, CMB will develop and communicate enhanced V&E training and guidance for all PS employees. This training will support the integration of V&E principles into daily operations, with specific consideration and efforts made to meet the unique needs of the Regional Offices. August 31, 2025
3.1.1 Develop and communicate an annual training plan to inform all staff of the courses available to them on V&E topics. Ongoing
3.1.2 Implement updated training content: The V&E team will provide multiple training sessions throughout the year to reach as many employees as possible. The trainings will be updated each year to ensure they are reflective of the trending topics and issues of the day. Ongoing
3.1.3 Communicate to staff on a regular basis as trainings occur to solicit interest, and ensure that the InfoCentral website is up to date with training dates and times. Ongoing
3.1.4 Solicit feedback from staff to ensure that the training meets the needs of our employees and to allow for continuous improvement in the training content. Ongoing
3.1.5 Provide V&E training to the regional teams at least twice per year, including in person sessions as feasible. Ongoing
4. The ADM, CMB should ensure that the Public Safety's Values and Ethics intranet page is updated and maintained to ensure all changes and information related to the Values and Ethics Program are communicated to all PS employees in a timely manner. 4.1 The ADM, CMB will ensure that the Public Safety's V&E intranet page is updated and maintained to ensure all changes and information related to the V&E Program are communicated to all PS employees in a timely manner. November 30, 2025
4.1.1 Update current content on the intranet pages relating to V&E, including a more centralized, easily accessible section specific to V&E. These pages will indicate the key contacts for V&E matters, as well as information regarding V&E processes. Ongoing
4.1.2 Monitor the content on the intranet pages on an ongoing basis for relevance and accuracy. Confirm that changes to content are made in a timely manner, allowing for the information to be clear, accurate and relevant for employees. Ongoing
4.1.3 Communicate updates relating to V&E regularly, either by way of InfoBulletin updates or emails to all staff Ad hoc
5. The ADM, CMB should enhance the monitoring and reporting mechanisms of the V&E Program to provide regular updates at EXCOM on V&E related themes in support of oversight and decision making. 5.1 The ADM, CMB will enhance the monitoring and reporting mechanisms of the V&E Program to provide regular updates at the EXCOM on V&E related themes in support of oversight and decision making. March 31, 2026
5.1.1 Improve the monitoring and reporting of V&E Program to facilitate regular updates at the EXCOM on V&E. This report will include progress on the V&E priorities through the year, as well as the number of Conflict of interest files assessed, how many V&E training sessions were offered through the year. Ongoing
5.1.2 Minutes from the EXCOM discussions on V&E to be shared with the V&E team for information or action as necessary. The minutes from the discussions specific to V&E will be posted on the V&E InfoCentral page, available to all employees. Ongoing

Annex A – Audit criteria

Criterion 1

A governance structure is designed and implemented to provide appropriate direction and oversight over departmental Values and Ethics Program.

Criterion 2

Policies, processes, and initiatives align with applicable laws and regulations as well as government-wide policies and directives, and are designed, implemented, and communicated department-wide to support the effective operationalization of the department's vision for values and ethics.

Criterion 3

Monitoring and reporting mechanisms are established to measure and communicate regularly on the state of values and ethics within the Department.

Annex B – Survey Methodology

Sample size

The total employee count at PS is 1,864. For the analysis, 84 employees under the Interchange-In and secondment-In categories were excluded, as they belong to their home department and are only temporarily at PS. Therefore, the sample size used for the survey analysis is 1,780. To have a confidence level of 90% that the real value is within ±5% of the measured/surveyed value, a total of 237 PS employees would need to complete the survey. A total of 273 PS employees responded to the V&E survey, reaching the 90% confidence level with a margin error of 5%.

Survey demographics

Period: February – March 2025

Total Questions: 29

Collaborators: Evaluation, PCD, ATIP, and Communications

Distribution of respondents

By Position Type

By Years of Service

By Region

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