Library and Archives Canada (LAC) Code of Conduct


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Canadian Archivists are not longer allowed to freely speak to the public unless their message is approved by the government. This presentation was sent to me in confidence by an archivist.

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Library and Archives Canada (LAC) Code of Conduct

  1. 1. LAC CODE OF CONDUCTValues and Ethics
  2. 2. Methodology• Two hours of training• Section I - What are Ethics?• Section II - Values and Ethics Code• Section III - Conflict of interest and post-employment• Questions?
  3. 3. Why a Values and Ethics Code?The Values and Ethics Code for the Public Sector (VECPS) came intoeffect on April 2, 2012. It was created in accordance withsubsection 5(1) of the Public Servants Disclosure Protection Act(PSDPA), which requires that Treasury Board establish a code ofconduct applicable to the public sector.The VECPS also stipulates that all departments shall establish theirown code of conduct to complement the more general VECPS.
  4. 4. LAC Code of ConductObjectives of the Presentation• Understand the concepts of values and ethics in LAC andhighlight the importance of being a value-based organization;• Understand personal and organizational values;• Show why the collective organizational values of the employeesare essential for overall organizational efficiency.
  5. 5. Section IWhat are Ethics?
  6. 6. What are Values?Values are something intrinsically useful or desirable; somethingthat is considered desirable, valid or fair, such as a belief,standard or moral precept. For the organization, this meansrecourse to “desirable behaviours” required to fulfill a mandate.Values help us establish standards, which allow us to choose ourbehaviour, make decisions, express our needs, and follow ourpersonal path.
  7. 7. What are Ethics?• Ethics are a reflection of themanner in which values areapplied in decision making.They involve distinguishingright from wrong andchoosing the best option.• For LAC, ethics correspondto the implementation ofLAC values; they reflect themanner in which these valuesare applied to the decision-making process as such.
  8. 8. Methods of Behaviour RegulationHeterogulationSelf-regulationETHICS CODE OF ETHICS LAW MORALS MORALE
  9. 9. Methods of Behaviour RegulationSelf-regulation HeteroregulationETHICS CODE OF ETHICS LAW MORALS MORALEDecision Judgment Compliance Submission Conformity Discipline AuthorityShared sense, Engagement and Adherence and Conviction, Conformism, Conviction and Respect forSelf-mastery responsibility sanction awareness routine, sanction rules, sanctionand sanction respect forothers,fear of rejectionStatement Statement of Codes of Legislation, Implicit Scriptures, Transmission,of Values, ethics, citizenship cultural charters, monitoringValues, discussion, training, education, system gathering supervisiondiscussion, dialogue, discipline courts, and customs, places,dialogue, training, committee, police, rituals and authorityorientation decisions, ethics prison celebrations,counsel, committee group pressuremediation andconciliationmechanismsDynamicMotivationProvisions
  10. 10. Personal Values versusOrganizational Values• What is meant by personal values?Personal values are based on family or hereditary values as well as culturalnorms linked to societal values. They are integrated into our habits,personal convictions and assumptions about ourselves and others.• What is meant by organizational values?Organizational values are made public and are widely visible. Theyprovide a collective vision of the ideas and behavioural standardsexpected in an organization, associated with what is appropriate, how itshould be done, and the underlying reasons for doing so.
  11. 11. Section IIValues and Ethics Code
  12. 12. Values and Ethics Code
  13. 13. LAC Statement of Principles• Leadership• Service culture• Compliance• Responsible use of our resources• Exemplary behaviour• Respect• Demonstrate openness
  15. 15. RESPECT FOR DEMOCRACYPublic servants uphold the Canadian parliamentary democracy and itsinstitutions by:• respecting the rule of law and carrying out their duties in accordancewith legislation, policies and directives in a non-partisan andimpartial manner;• loyally carrying out the lawful decisions of their leaders andsupporting ministers in their accountability to Parliament andCanadians;• providing decision makers with all the information, analysis andadvice they need, while always striving to be open, candid andimpartial.
  16. 16. RESPECT FOR PEOPLEPublic servants respect human dignity and the value of every person by:• treating every person with respect and fairness;• valuing diversity and the benefit of combining the unique qualitiesand strengths inherent in a diverse workforce;• helping to create and maintain safe and healthy workplaces that arefree from harassment and discrimination;• working together in a spirit of openness, honesty and transparencythat encourages engagement, collaboration and respectfulcommunication.
  17. 17. INTEGRITYPublic servants serve the public interest by:• acting at all times with integrity and in a manner that will bear theclosest public scrutiny, an obligation that may not be fully satisfiedby simply acting within the law;• never using their official roles to inappropriately obtain anadvantage for themselves or others or to put others at adisadvantage;• taking all possible steps to prevent and resolve any real, apparent orpotential conflicts of interest between their official responsibilitiesand their private affairs in favour of the public interest;• acting in such a way as to maintain their employer’s trust.
  18. 18. STEWARDSHIPPublic servants use resources responsibly by:• effectively and efficiently using the public money, propertyand resources managed by them;• considering the present and long-term effects that their actionshave on people and on the environment;• acquiring, preserving and sharing knowledge and information,as appropriate.
  19. 19. EXCELLENCEPublic servants demonstrate professional excellence by:• providing fair, timely, efficient and effective services thatrespect Canada’s official languages;• continually improving the quality of policies, programs andservices they provide;• fostering a work environment that promotes teamwork,learning and innovation.
  20. 20. DUTY OF LOYALTY• Employment in the public service involves certain restrictions.• Public servants owe a duty of loyalty to their employer, theGovernment of Canada. This duty derives from the essentialmission of the public service to help the duly electedgovernment, under law, to serve the public interest andimplement government policies and ministerial decisions.• The duty of loyalty reflects the importance and necessity ofhaving an impartial and effective public service to achieve thismission.
  21. 21. DUTY OF LOYALTY (continued)• As public servants, our duty of loyalty to the Government ofCanada and its elected representatives extends beyond ourworkplace to our personal activities.• Public servants must therefore use caution when makingpublic comments, expressing personal opinions or takingactions that could potentially damage LAC’s reputationor public confidence in the public service and theGovernment of Canada.
  22. 22. DUTY OF LOYALTY (continued)With the current proliferation of social media, public servants need to payparticular attention to their participation in these forums.ExampleIn a blog with access limited to certain friends, personal opinions about anew departmental or Government of Canada program intended to beexpressed to a limited audience can, through no fault of the public servant,become public and the author identified. The public servant could besubject to disciplinary measures. Only authorized spokespersons can issuestatements or make comments about LAC’s position on a given subject. Ifyou are asked for LAC’s position, you must refer the inquiries, throughyour manager, to the authorized LAC spokesperson.
  23. 23. Video (social media)•
  24. 24. The Duty of Loyalty is Not Absolute• The Government is engaged in illegal acts.• Government policies jeopardize life, health orsafety.• Criticism of the public servant does not affecthis or her ability to fulfill his or her dutieseffectively, or the public perception of thisability.
  25. 25. Consultation• Do you have any comments and / or concerns inrelation to Article 4.4.2?• 2. Do you have any comments and / or concernsregarding the article about loyalty?• 3. Do you have any comments and / or concerns inrelation to other sections of the code?
  26. 26. Section IIIConflict of interest and post-employment
  27. 27. Conflict of Interest TriangleOutside activitiesPositionLAC employeeLAC employee
  28. 28. Conflict of Interest andPost-Employment• In the public service, the appearance andperception of a conflict of interest present justas much risk and, consequently, are just asimportant to manage as a real conflict ofinterest. These considerations extend toemployees planning to leave LAC and, insome cases, apply for a one-year period aftertheir departure.
  29. 29. Gifts and Hospitality:What can I Accept?Acceptance of gifts, hospitality, travel and other benefits for work-related activities is permissible only if these benefits meet all thefollowing criteria:• They are infrequent and of minimal value, such as low-costpromotional objects, simple meals or souvenirs with no cash value;• They arise out of activities or events related to official duties of thepublic servant concerned;• They are within the normal standards of courtesy, hospitality orprotocol;• They do not compromise or appear to compromise the employee’s orthe department’s integrity in any way.
  30. 30. Conflict of InterestIn your opinion, to what extent is it acceptable to help asupplier obtain contracts with the Government ofCanada?1. always acceptable2. sometimes acceptable3. don’t know4. unacceptable
  31. 31. Conflict of Interest (continued)In your opinion, to what extent is it advisable to acceptgifts or invitations from LAC suppliers?1. always acceptable2. sometimes acceptable3. don’t know4. unacceptable
  32. 32. Courses of ActionAn employee facing an ethicaldilemma or wishing aninterpretation of the VECPSand/or the LAC Code of Conductmust:Step 1: Speak to supervisorabout a solution or clarification.Resolution, or, if impasse, go toStep 2.Step 2: Speak to the conflict ofinterest administrator for a solutionor clarification. Resolution, or, ifimpasse, go to Step 3.Step 3: The Champion, Valuesand Ethics reviews the issueand provides a decision orinterpretation. Resolution, or, ifimpasse, go to Step 4..Step 4: Grievance Procedure(contact unionrepresentative).
  33. 33. Courses of Actionfor WrongdoingAn employee who believes that there hasbeen wrongdoing in the workplace must:Step 1: Speak to supervisor about asolution or clarification. Resolution, or, ifimpasse, go to Step 2.Step 2: The Champion, Values and Ethicsreviews the issue and provides adecision or interpretation. Resolution, or,if impasse, go to Step 3..Step 3: Report the situationto the Office of the PublicSector IntegrityCommissioner of Canada.
  34. 34. Questions?
  35. 35. Resource PersonsMark C. Melanson, CGAChampion, Values and EthicsSenior Director GeneralServices BranchLaurie-Eve Bergeron, CRHADirectorHuman Resources550 de la Cité BoulevardGatineau, Quebec K1A 0N4Telephone: 819-918-7451Sylvie HouleManager, Labour Relations, Compensation and HRIS8-49, 550 de la Cité BoulevardGatineau, Quebec K1A ON4Telephone: 613-808-5874Fax: 819-934-5393Email:
  36. 36. José VasquezValues and Ethics Senior AdvisorLabour Relations and Compensation SectionHuman Resources DivisionCorporate Resourcing Branch550 de la Cité BoulevardGatineau, Quebec K1A ON4Telephone: 613-410-4852Fax: 819-934-4428Email: José