Supporting Responsible Conduct
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EXCHANGE
EXCHANGE is is aa quarterly
quarterly magazine
magazine published
published by the Local
by the Local Government
Government Management
Management Association
Association (LGMA)
(LGMA)
of
of British
British Columbia.
Columbia. It’s
It’s about
about sharing
sharing information,
information, exchanging
exchanging ideas
ideas on
on best
best practices,
practices,
enhancing
enhancing professional
professional development
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and building
building networks.
networks. Reach
Reach us
us at
at www.lgma.ca.
www.lgma.ca. SPRING 2020
NEW ZEALAND EXCHANGE P5
LGMA CODE OF ETHICS P14
OUR TOWN P18
Supporting
P6 Responsible Conduct
Sharing information and expertise helps build strong, sustainable communities. Young Anderson is proud to support professional development opportunities for municipalities and regional districts. VANCOUVER OFFICE KELOWNA OFFICE 1616–808 Nelson Street 201–1456 St. Paul Street Box 12147 – Nelson Square Kelowna, BC V1Y 2E6 Vancouver, BC V6Z 2H2 T: 250.712.1130 T: 604.689.7400 F: 250.712.1180 F: 604.689.3444 Toll Free: 1.800.665.3540 www.younganderson.ca
Update Professional Development
In this Issue 2 New Zealand Exchange 5
President’s Report 3 Tips & Tactics: Advice and 10
Executive Director’s Report 4 Resources for Developing a Code
Members Page 17 of Conduct for Local Government
Elected Officials
Our Town: Prince George 18
Programs & Events 17
5
Lessons in Resilience
Ramin Seifi of the Township of
Langley recounts his journey
to New Zealand through
LGMA’s Overseas Manager
Exchange Program to learn
about developing resilient
communities and climate
change adaptation.
6
Exchange is the magazine for members
of the Local Government Management
Association of British Columbia.
Exchange is distributed quarterly to over
900 members of the LGMA, as well as
Mayors and Regional District Chairs.
Supporting Responsible
Exchange is printed on Sappi Flo,
an FSC® Certified 10% recycled
Conduct
fibre paper at Island Business Learn about the importance
Print Group. of codes of conduct for elected
officials, resources available to
start the process in your local
government, and the experience
of two communities that have
adopted them.
14 18
LGMA Office:
Suite 710A
880 Douglas Street
Victoria, BC V8W 2B7
Telephone: 250.383.7032
Email: office@lgma.ca
Keeping the Public Trust:
Web: www.lgma.ca
A Look at LGMA’s New Code Our Town: Prince George
Long known as a hub for
Contact the Editor:
of Ethics
Email: editor@lgma.ca Canada’s resource and export-
Find out more about the new
oriented economy, this northern
tools available to help LGMA
B.C. city is experiencing robust
Cover Illustration: members maintain the highest
growth, urban revitalization and
sorbetto/Getty Images ethical standards – and the new
a blossoming arts, culture and
requirements that come with
event scene.
them.
Promoting Professional Management &
1 Leadership Excellence in Local GovernmentIN THIS ISSUE
With the pandemic, there’s a whole new level of focus
on elected officials and how they show leadership and
good conduct in a crisis.
P
art of me is a bit saddened by the fact that we need to have As well, as someone who specializes in crisis communication, I find
clearly-defined policies about what constitutes good conduct myself assessing how elected officials and various subject matter experts
for elected officials. The other part of me thinks “It’s about comport themselves, and how their messaging and communication
time!” with a touch of amazement that it has taken so long. reflects on their leadership, authority and ability to instill trust.
And then we get hit with a pandemic, and there’s a whole new level
The results out there are mixed, but I’m happy to note that in B.C., I think
of focus on elected officials and how they show leadership and good
things have been handled quite well. In fact, in most of Canada, elected
conduct in a crisis.
officials have been stepping aside to allow the health experts to deliver
When we first started the editorial planning for this edition of Exchange, messages, and I have not seen many instances of politics interfering
COVID-19 wasn’t on our radar, and the interviews all took place before with communication. I have also, for the most part, noticed that local
any mention of a pandemic. As a result, the focus of our feature stories is governments and businesses are being careful in their messaging and
on the progress being made to establish standards and guides for creating actions to flag that they are taking direction from health officials.
both a code of conduct for elected officials, and a code of ethics for local
government professionals. In Supporting Responsible Conduct, we provide Flip to our neighbours in the south and we see a very different
an overview of the Model Code of Conduct and Companion Guide approach, where the most senior politician undermines health
developed by a Working Group on Responsible Conduct that involved authorities based on a “hunch” and jumps randomly to multiple,
staff from the Union of BC Municipalities (UBCM), the LGMA and conflicting messages leaving an escalated level of fear and an underlying
the Ministry of Municipal Affairs and Housing. We also share two lack of trust. The elected officials are out in front of cameras most of
excellent examples of how local governments have successfully adopted the time, rather than the health experts. While there have been some
a code of conduct for their elected officials, along with some tips and good examples, too much of the communication shows a lack of
resources on how to establish these types of policies. leadership and a serious breakdown in terms of local, state and national
cooperation. It’s fascinating…for me anyway.
At the same time, it’s equally important to look toward the local
government profession to see how we can elevate the bar for ethical Overall, I think these crazy days we’re experiencing point to how
standards. Towards this goal, the LGMA has developed a Code important it is to have leaders who can be trusted, who demonstrate
of Ethics for local government professionals. In Keeping the Public responsible conduct and who adhere to high standards of good
Trust, we learn more about the context for why signing the Code of governance. All of those attributes need to be established well
Ethics is now a requirement for LGMA members and how it will be before the crisis strikes, and then they become essential for guiding
implemented, including training and enforcement. communities through to recovery.
Policy decisions aside, this is really all about supporting good My thanks and sincere appreciation go to all of the people who are
governance through responsible leadership and professional conduct. working long days to keep our communities safe and our core services
So when we suddenly found ourselves dealing with COVID-19 and in place.
a pandemic impacting countries around the globe, I began watching Therese Mickelson, ABC
everything through this governance and leadership lens. Editor
A Note to Due to our printers being on limited operations during the COVID-19 pandemic, and with so many of our members unable to work at
their regular locations, the LGMA has decided to produce the Spring 2020 Exchange as an e-version only. We will continue to assess
Our Readers future editions of the magazine in the coming months to determine the best option for delivering the magazine to members.
A Quarterly Publication of the LGMA
Exchange – Spring 2020 2PRESIDENT’S REPORT
Our members are seasoned survivors; we have led
communities through challenging times before, and
will continue to face hardship with the resiliency,
compassion and strength that we are known for in B.C.
A
s I prepared for the spring edition of Exchange, I was excited As we move ahead, I know our Board, the LGMA staff and our
to report on the strategic planning work the Board, our members will continue to model strength in adversity, and we will
Chapter Executives and LGMA staff had recently done, and foster compassion amongst each other. Our members are seasoned
then the COVID-19 situation changed all of our priorities. survivors; we have led communities through challenging times before,
and we will continue to face hardship with the resiliency, compassion
On Mar. 18, the Honorable Mike Farnworth, Minister of Public
and strength that we are known for in B.C. Welcome to our next 100
Safety and Solicitor General declared a provincial state of emergency
years LGMA!
in British Columbia as a result of the global impact of the COVID-
19 pandemic. Within a very short time, British Columbians have Ron Bowles
already come together in the fight against COVID-19. We know President
this fight would not be possible without the strong support of local
governments across the province. I commend our local governments
large and small for their tremendous work; your leadership to
respond to the pandemic control requirements, continue the delivery
of vital services and keep your staff safe has been outstanding.
Planning, Development & Environmental Law
The LGMA is also committed to doing our part in the fight against
COVID-19. Working remotely, LGMA staff have continued
operations, including working very quickly to mitigate the impact Practical advice, creative options,
value for local government
CL
of the many events that needed to be cancelled, all while limiting
financial impacts that might have jeopardized our long-term
sustainability. CARVELLO LAW
Lui Carvello, RPP, MCIP
At the same time, the LGMA continues to monitor and highlight Lawyer & Registered Professional Planner
important resources for local government on our website and actively 203-1005 Broad St. Victoria, BC V8W 2A1
engage partners to explore how we can best utilize our position as an 250-686-9918 | lui@carvellolaw.ca
Association to support our member’s needs. carvellolaw.ca
Although we made the tough decision to postpone the Annual Bylaw enforcement and litigation services with Phoenix Law
Conference, staff are actively strategizing on how to hold a virtual Dana J. Goodfellow: 250-580-8807 | dana@phoenixlaw.ca
annual general meeting and elections. The LGMA continues to
review all upcoming programming to identify where programs can
be offered virtually or revised in the interest of prioritizing the health
and safety. Are you taking advantage of all
Strategic planning remains a priority for the Board of Directors – it your membership has to offer?
is a critical component of our governance responsibilities, and once Learn more: www.lgma.ca
the COVD-19 situation subsides, we will recalibrate and finalize our or 250-383-7032
goals for the next five years.
Promoting Professional Management &
3 Leadership Excellence in Local GovernmentEXECUTIVE DIRECTOR’S REPORT
If there is anything good to come from this terrible and
tragic time, it has been the evidence that most British
Columbians trust in our decision-makers – at all levels.
T
his edition of Exchange is focused on responsible conduct for both When the LGMA receives your membership renewal, you will be sent
local government professionals and elected officials, reflecting an email with a request to check off a box indicating that you will respect
the role of values and norms for ensuring good governance in our and strive to live up to the LGMA Code of Ethics. If you do not receive
communities. These values and responsible conduct are being this email request (some may be going into spam mailboxes), or you do
promoted by the UBCM, the association representing B.C.’s elected not complete the request, we will be in touch to ask you to do so.
officials; the LGMA as the representative body of local government
Ethics training for members is also mandatory. All first-time members
professionals; and the Ministry of Municipal Affairs and Housing. The
of the LGMA must complete two hours of mandatory ethics training
three organizations have been collaborating to encourage every local
in their first year, and the LGMA is providing a free, online, on-
government to work on developing a code of conduct as an essential
demand webinar that takes approximately two hours to complete.
internal guideline to support responsible behaviour.
If you are not a first-time LGMA member, you must still complete
When we chose this theme, the impacts of a pandemic and the two verifiable hours of ethics training every two years. There will be
reality of our current COVID-19 world were unimaginable. Not just multiple options to complete those two hours, including through
unimaginable – unthinkable. In many ways, despite the pandemic threat associations and organizations outside of the LGMA. If you attend
and the social, economic and personal costs we are just now beginning a CAO Forum, a Corporate Officer Forum, an Administrative
to understand, key ethical principles have been demonstrated at all levels Professionals Forum, a MATI course, the Annual Conference or a
of decision-making in B.C., including at the local government level. course delivered by another professional association, university, college
It has been heartening to see politics put aside in favour of collective or accredited public institution on ethics, any ethics sessions hours will
decision-making to protect the public, our health care workers, our count towards the two hours of ethics training. The LGMA’s free, two-
vulnerable and ultimately our long-term economic sustainability. Many hour online course is also a good option.
of the critical principles of ethical decision-making under pandemic
Because the LGMA is not a regulatory body, completing your training
conditions have guided local government elected officials across this
is your responsibility. Before the end of 2021, every LGMA member
province: how to manage the human costs of restrictive measures and
will be asked to sign off that they have completed their required
how to allocate scarce resources and protect the public from harm. Most
training and to confirm how the two-hour requirement was met.
of all, if there is anything good to come from this terrible and tragic time,
We trust that because you are all professionals dedicated to your
it has been, at least to me, the evidence that most British Columbians
communities and your local governments, this will be something
trust in our decision-makers – at all levels.
everyone can commit to easily.
That trust is at the heart of the articles and advice in this edition. I
As we make our way through the next few months, I hope all of you,
believe promoting a culture of ethics and redoubling our efforts to focus
your families and your colleagues remain healthy and safe. Please use
our training on how to help our senior administrative leaders prepare for,
the tools for pandemic exposure control provided by trusted partners,
endure and lead through challenges is our role.
including the BC Municipal Safety Association. We will be looking for
Alongside the work that has been done on codes of conduct, the more direct and tangible ways as well to support our members during
LGMA has developed a new Code of Ethics and amended a number of the recovery phase. We will continue to update you frequently through
Association policies to support the implementation of the Code. The direct email, social media, our webpage and weekly e-newsletters;
LGMA Board of Directors approved the new Code of Ethics and it however, please feel free to reach out to our team at any time. We are
took effect Jan. 1, 2020. The LGMA Code of Ethics is mandatory. here to support each other.
Nancy Taylor
Executive Director
A Quarterly Publication of the LGMA
Exchange – Spring 2020 4PROFESSIONAL DEVELOPMENT
Lessons in Resilience
New Zealand: 2019 Overseas Manager
Exchange Program Report
By Ramin Seifi, General Manager, Engineering and Community
Development, Township of Langley
I consider myself extremely fortunate to have lived in three countries on
three different continents, not to mention to have travelled extensively
throughout the world as part of my professional career. With that
comes a strong sense of the fundamental oneness of humanity and
an accompanying commitment to share knowledge to ensure the
prosperity of an ever-advancing global community.
I was delighted to be selected to participate in the LGMA’s 2019
Above, young
Overseas Manager Exchange Program, in partnership with the New people participate
Zealand Society of Local Government Managers (SOLGM). This in a climate march
structured program is primarily intended to provide opportunities in New Zealand. At
left, Ramin Seifi
for local government managers to enhance their leadership and of the Township of
development skills, with specific focus areas as learning objectives. Langley (right) with
his host Rex Capil
Beyond the obvious opportunity to see such a naturally beautiful part of the Southland
of the world and experience the Kiwi culture, one of the main reasons District Council
in the City of
for my personal desire to participate in this program was the potential Invercargill.
learning opportunity related to developing resilient communities and
climate change adaptation. I was particularly interested in New Zealand’s Beyond that, both jurisdictions have a proven track record in dealing
advancements following the 2011 earthquake in the City of Christchurch. with challenging global issues such as developing resilient communities
and climate change adaptation, which made my experience particularly
My exchange partner was Rex Capil, Group Manager, Community relevant and rewarding.
and Futures at Southland District Council, located in the City of
Invercargill in the Southland Region of the South Island of New With “developing resilient communities” as the main theme of my
Zealand, one of the southernmost cities in the world. Rex and his wife learning objective, I focused my attention on the following three
Carolyn were amazing hosts, who were generous with their time and specific areas, with some key findings as outlined:
gracious with their hospitality. I cannot wait to host them when they • Disaster Management: There is a significantly higher degree of
visit us here, and will try to come close to returning some of the favour. individual responsibility and awareness of personal preparedness
The Exchange Program takes place over a two-week period around for self-sufficiency with less reliance on government services.
the two organizations’ annual conferences. The theme of the 2019 • Climate Change Adaptation: Collaboration amongst decision
SOLGM annual conference was “If it takes a village to raise a child.” makers, sharing of research, science-based education and
It was held in the City of Napier, in Hawke’s Bay on the east coast of engagement of communities, and development of best practices
New Zealand’s North Island. It was very well attended with a number are key steps that will help empower individuals and assist
of participants from overseas, including Australia, United Kingdom, decision-makers.
United States and of course Canada. Topics covered such areas as • Community Engagement: They are empowering individuals and
leadership, disaster recovery, sustainable land use planning and Māori community associations to accept responsibility for their future
culture in the local government context. with key decisions, such as level of services being provided and
maintenance of infrastructure.
There are obvious similarities between B.C. and New Zealand, such as
language, heritage, socio-economic conditions, rural setting, naturally I was able to visit most major cities and localities in New Zealand,
beautiful landscape, fisheries and agricultural industries, which provide including Auckland, Davenport, Stewart Island, Dunedin, Te Anau,
an excellent context for mutual learning opportunities. Manapouri, Doubtful Sound, Queenstown, Christchurch, Taupo,
Rotorua and Hamilton. It’s an amazing country, with friendly people,
a compassionate social system and spectacular natural beauty. I am
grateful for this opportunity and thankful to Rex, Carolyn and Rex’s
Promoting Professional Management & colleagues at Southland District for their kindness and generosity.
5 Leadership Excellence in Local GovernmentBy Karin Mark
Supporting
RESPONSIBLE
CONDUCT
A Quarterly Publication of the LGMA
Exchange – Spring 2020 6It’s easy to forgo standards
of conduct... when people
behave as expected.
F
or the most part, B.C.’s local government Council and Board
members understand the need to conduct themselves with
honesty and integrity as they make decisions and carry out their If left unchecked, less-than-responsible
responsibilities. They strive to be respectful when they deal with
each other, staff and the public and to act in a manner that serves the best
conduct by elected officials can severely hinder
interest of their community. the good governance of a community, not to
But, what happens when they don’t?
mention harm the organization’s culture and
A number of B.C. local governments – including Abbotsford and North
Cowichan, featured in this article – have adopted standards of expected
reputation.
conduct for their elected officials along with remedies for breaches that
help staff de-escalate and mitigate these situations.
Without these tools, however, staff find themselves in the quandary. How CODES OF CONDUCT IN B.C.
do you deal with inappropriate behaviour by those elected to govern? It’s not difficult to find examples around the world of elected officials
behaving less than responsibly at all levels of government.
THE IMPORTANCE OF STANDARDS In Canada, the provinces of Alberta, Saskatchewan, Manitoba, Ontario,
Good governance relies on responsible conduct by elected officials. If left Quebec, Prince Edward Island and the Northwest Territories have taken
unchecked, less-than-responsible conduct can lead to disruptive meetings, steps to mandate responsible governance at the community level by
procedural bylaw violations, improper social media use, and disrespectful passing legislation that requires local governments to adopt a standard of
behaviour toward fellow Council and Board members, staff and the conduct for their Councils and Boards.
public. It can severely hinder the good governance of a community, not
to mention harm the organization’s culture and reputation, and cause B.C. has no such province-wide requirement, although the Community
immense stress on staff. And the effects can be long-lasting and difficult to Charter imposes serious penalties, including disqualification in rare cases,
reverse. for serious breaches of responsible conduct such as conflict of interest,
unexcused extended absences and unauthorized use of public funds.
Codes of conduct can help local governments navigate complex modern-
day issues such as: Even so, high-profile examples of concerning conduct by local
government elected officials in B.C. and across Canada prompted
• The pervasiveness of technology and social media, which can result a resolution at the 2016 Union of B.C. Municipalities (UBCM)
in uncontrolled discourse and the viral spread of false information; convention to look at the issue more closely. A Working Group on
• The “post-truth” era, in which subjective opinions often hold more Responsible Conduct was formed, made up of staff from the UBCM,
weight than objective facts; LGMA and Ministry of Municipal Affairs and Housing.
• Loss of knowledge and continuity due to turnover and retirements
of staff and elected officials; and The Working Group produced a policy paper in 2017 that made
• Lack of agreement on what is acceptable behaviour and responsible recommendations to strengthen B.C.’s responsible conduct framework
conduct. and identified the principles that would guide future policy work.
Continued on page 8
Promoting Professional Management &
7 Leadership Excellence in Local GovernmentSupporting Responsible Conduct
Continued from page 7
This was followed by a set of four Foundational Principles for the HOW SOME COMMUNITIES ARE TACKLING THE ISSUE OF
responsible conduct of elected officials, a Model Code of Conduct and
a Companion Guide in 2018 to assist local governments to voluntarily
RESPONSIBLE CONDUCT
develop their own standards. Development of these tools involved The Model Code has informed the voluntary standards of conduct being
extensive research and policy work, a review of code of conduct work in adopted by a growing number of B.C. communities. Some have gone a
B.C. and across Canada, and consultation with local government staff step further, including adding expectations of conduct in their oath of
and elected officials from throughout the province. office, providing for an independent third party to investigate breaches
and even establishing sanctions.
At the heart of the Model Code are the four Foundational Principles of
responsible conduct – integrity, respect, accountability, and leadership The City of Abbotsford and Municipality of North Cowichan are among
and collaboration. the B.C. communities taking a proactive approach on this issue.
The Model Code provides general standards of conduct related to each Abbotsford’s Journey
of these principles along with guidance for the development of value
statements and consideration of possible additional policies, such as Abbotsford City Council adopted its Code of Responsible Conduct for
communications, personal interaction, information handling, intellectual Council Members in February 2019. The timing was right as staff and the
property, personal use of local government resources, gifts and expenses. newly elected Council had taken note of the code of conduct discussion
at the UBCM convention in 2018, and it seemed a natural progression
See the article on the next page for more on the Model Code and turn to Tips from the anti-harassment guidelines that had been added to Abbotsford’s
& Tactics on page 10 for advice from the Companion Guide. Council procedural bylaw in 2018.
Continued on page 9
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A Quarterly Publication of the LGMA
Exchange – Spring 2020 8
BC ASSESSMENT - LGMA AD
T 604.629.2060 BCA LGMA 2020 ad_7.5x4.9_2 Print Scale: 100% Op: ApiModel Code Q&As
“It was part of Abbotsford’s journey,” says
Peter Sparanese, Abbotsford City Manager. Questions and answers with the Working Group on
“We realized it was the right thing to do at the Responsible Conduct.
right time, based on what was going on not
only locally but provincially, in Canada and Why is this work important?
around the world.”
How elected officials conduct themselves with elected colleagues,
The City purposely waited until after the 2018 with staff and with the public is directly connected to how a
election to develop the code of conduct, to community is governed. The responsible conduct of elected
ensure buy-in from the Council members who Peter Sparanese
officials is not optional; it is essential to good governance.
would implement it. It became a priority item
in Council’s 2019-2022 strategic plan. What is important for local governments to consider?
Responsible conduct can be a hard topic – fundamentally it is
“It helps when you have a newly-formed Council and they’re working
about relationships and values as well as standards that govern
really effectively together,” Sparanese says. “To implement it when the
the behaviour of elected officials in their interactions.
team is not as effective as they can be would be more of a challenge.”
There is no better time than before issues arise for local
Abbotsford Mayor Henry Braun agrees, noting that the code of conduct government Councils and Boards to consider what principles
ensures accountability and helps Council members understand the full should guide their conduct and how they can be put into action,
spectrum and responsibility of their roles. such as by adopting a code of conduct. The Model Code’s
foundational principles of integrity, accountability, respect,
“The culture of any organization, whether it’s a home or a business
leadership and collaboration provide a values basis for this work.
or elected office, will take on the culture of the leadership at the top
and it trickles down,” Braun says. “Once you have a divided Council, I It is important to ensure all Council/Board members
can guarantee you have a divided staff and a divided community. The understand the purpose of developing a code of conduct, have
community picks up on this very quickly.” clear expectations about what the code will and will not do, and
agree on the process for developing it. The Companion Guide
It took Abbotsford about six months to develop its code of conduct, provides helpful questions to get that conversation started.
from initial research through to legal review, public consultation and
adoption. Sparanese credits the Working Group that created the Model Each local government’s process should build on and go beyond
Code with doing the “heavy lifting.” Abbotsford’s code is available on the principles and general standards of conduct provided in the
the City’s website. Model Code. To become meaningful, codes of conduct need to
be customized to meet local needs and interests.
Some of the sections did engender a great deal of discussion – not
See Tips & Tactics on page 10 for more tips and links.
necessarily surprising given how new the concept was and the sensitive
subject matter. An example was clarifying how Council decisions could Developing a code can be a lot of work – is there any
be communicated while maintaining freedom of speech. Ultimately,
though, the dialogue brought clarity around the table and led to the
real benefit?
code’s unanimous adoption. A code of conduct is more than a piece of paper containing
lofty words; it needs to be about a conversation. The process
“One thing I’m really pleased about and that’s somewhat unique with of developing a code is an opportunity for that important
our Code of Responsible Conduct is we included some remedies. Not conversation about values and relationships, roles and
many codes of conduct go there,” Sparanese says. “We were able to responsibilities, principles and actions, and how and why this
because the Council members in my belief were comfortable with the matters in their communities. This can take work – and senior
code and what it was trying to accomplish.” staff are key to supporting that work – but the cost of not doing
it can be very high and long lasting.
Abbotsford’s code includes both informal and formal complaint
procedures, with remedies for breaches ranging from reviewing the
policy with the Council member to limiting their travel or restricting
What’s next for the Working Group?
access to facilities. The remedies are not intended to hinder Council’s Work is getting underway on what would be needed to develop
ability to express themselves, Sparanese notes, but rather to “enable them a resource to support the enforcement of codes of conduct based
and support them to have fulsome discussions.” on the tools currently available to local governments in B.C.
The goal would be to assist with information on important
Braun agrees that the remedies are a necessary aspect of the code. issues, such as safeguarding administrative fairness in the process
Continued on page 10 of vetting complaints, investigations, determinations and
application of sanctions.
Promoting Professional Management &
9 Leadership Excellence in Local GovernmentSupporting Responsible Conduct
Continued from page 9
“There’s no sense in making rules and The impact of the code has extended far beyond the Council table at
regulations if you don’t have any consequences Abbotsford. For one, it has prompted the City to revisit and modernize
if you violate them,” Braun says. “I wanted to its older staff code of ethics and standards. As well, it has become a
make sure we dealt with it right at the get-go. baseline for how everyone at the City conducts their business, whether it
If things go sideways, we have something to be Council, staff or the public.
lean on.”
“People see there is a well-functioning Council, conducting themselves
From the Mayor’s point of view, codes of with integrity and respect. It’s a reflection of how you want to conduct
conduct for elected officials are more necessary business in your community,” Sparanese says. “The end result materializes
today than ever. Henry Braun in long-term benefits to the community. It instills confidence in the City
and confidence in those who want to invest in the community. They
“I’ll be 70 in June. What I see lacking across the country at all three know you have a code of conduct that will guide decision-making and
levels of government is the statesmanship that was there when I was how you conduct your business.”
growing up. And why is that bad behaviour happening? Because there
are no consequences,” Braun says. “We have not had to use the code. I’m He adds: “I think leading by example and adopting such a policy is really
thankful for the Council we have and the way we work together.” progressive for our city. We’re really pleased with it.”
Continued on page 11
tips & tactics
Advice and Resources for Developing a Code of Conduct for Elected Officials
FROM THE MODEL CODE OF CONDUCT AND COMPANION GUIDE Tips for Conversation Starters
See Resources section on next page for links. Before starting the process, ask yourself:
• Why is developing a code of conduct important to us?
Code of Conduct Development Steps • What are our key objectives in developing a code?
• Start the conversation with the Council/Board to ensure • Do we each understand the role of a code?
buy-in and shared understanding. • What kind of process do we want to undertake to develop
• Set the scope of the code, including who it will apply to and our code?
when. • Would we benefit from training on responsible conduct or
• Consider which other principles and values are codes of conduct before developing our own?
fundamentally important to the local government beyond
the Foundational Principles (integrity, respect, accountability Other Advice:
and leadership and collaboration).
• Set standards of conduct for behaviours that should be • Don’t overlook the importance of the process when
encouraged or discouraged based on each of the selected developing and adopting a code of conduct.
principles and values. • Make the code meaningful for your local government and
• Consider other policies to cover specific actions, such as consistent with existing laws and policies.
communications, information management or gifts. • Don’t expect your code to capture every situation that may
• Plan for how you will roll out the new code and ensure arise. It simply needs to spell out the standards your Council/
understanding and buy-in. Board feels are important to be commonly understood.
• Find ways to integrate the code into your ongoing • Look at other published codes for inspiration.
governance to ensure it remains relevant and effective. • Make your standards clear and easy to interpret.
• Make your code easily accessible to everyone in the
organization and the public.
• The code is a living document and should be reviewed at
least once per term. Consider establishing a process to collect
feedback between reviews.
More on next page
A Quarterly Publication of the LGMA
Exchange – Spring 2020 10North Cowichan’s Experience It was one of the first challenges to confront
Chief Administrative Officer Ted Swabey
In North Cowichan, it was the elected officials themselves who triggered when he joined the organization that fall, and
the initial push for standards of conduct in the Vancouver Island one he immediately saw was having a palpable
community. effect on the organization’s culture.
Mayor Al Siebring – then a Councillor – remembers researching the “Any time you have a councillor with public
policy late one night in early 2018 when he couldn’t sleep, inspired by inappropriate behaviour towards staff or other
some issues with behaviour his Council had dealt with the previous year. councillors, it impacts the entire organization,”
Staff used Siebring’s research as a starting point and borrowed some of Swabey says. “If you don’t have policies, you Ted Swabey
his writing from that night for the preamble of the Standards of Conduct don’t have anything to regulate behaviour
policy Council adopted in June 2018. against. At that time in North Cowichan, we didn’t have much to go on
As was documented in local newspapers, the Municipality had resorted in terms of advising staff and Council about how to manage behaviour
to disciplining a Council member for two separate incidents of because it wasn’t yet defined anywhere.”
inappropriate behaviour toward staff in 2017. Continued on page 12
TIPS FROM ABBOTSFORD RESOURCES
• Start the conversation when there is harmony on a Council or • Responsible Conduct of Locally Elected Officials webpage
Board. Don’t wait until there is an issue. (Government of British Columbia): www2.gov.bc.ca/gov/
• Stress the importance of standards for ensuring Council/Board content/governments/local-governments/governance-powers/
business is conducted with the highest degree of integrity conduct-of-locally-elected-officials/responsible-conduct provides
and accountability, and for setting the tone for the entire information and links to publications by the Working
organization and community. Group on Responsible Conduct, including:
• Establish clear expectations and agree on the process before ∙ Foundational Principles of Responsible Conduct (January
you begin. 2018)
• Incorporate the code into your orientation of each new ∙ Model Code of Conduct: Getting Started on a Code of Conduct
Board or Council as well as team-building and professional for your Council/Board (August 2018)
development exercises. ∙ Companion Guide: Getting Started on a Code of Conduct for
• Keep the code alive by regularly reviewing it to consider if your Council/Board (August 2018) – Back page lists links for
updates are needed. sample codes and other resources.
• Guide for Municipal Council Members and Regional
TIPS FROM NORTH COWICHAN Directors in British Columbia (October 2018, Stewart
• When introducing the topic with the Council/Board, convey McDannold Stuart): www.sms.bc.ca/publications
that the exercise is not intended to obstruct governance or • Council Policy: Standards of Conduct (June 2018, North
muzzle them, but rather to support good governance by Cowichan): www.northcowichan.ca/assets/Municipal~Hall/
keeping the focus on the issues rather than personalities. Policies/Council_Policy_Standards_of_Conduct.pdf
• Buy-in from the elected officials is critical to the success of • Code of Responsible Conduct for Council Members Policy
the adopted code. This can be achieved by ensuring they (February 2019, Abbotsford):
thoroughly engage in the development process to make the https://abbotsford.civicweb.net/document/55288
code their own.
• Celebrate the code. Feel and share your pride in the new
code. Many thanks to the Working Group on Responsible Conduct, City of
• Revisit the code in the first year of any new term. Abbotsford and Municipality of North Cowichan for their assistance.
• Speak truth to power. Sometimes the role of senior managers
is to tell the Council/Board what they do not want to hear.
Promoting Professional Management &
11 Leadership Excellence in Local GovernmentSupporting Responsible Conduct
Continued from page 11
North Cowichan’s process, led by its Human Resources Director, With the exception of the member who had
included research into best practices and a legal review. The Foundational been sanctioned, the Council voted in favour of
Principles – integrity, accountability, respect, leadership and collaboration adopting the standard and adding it to the oath
– came from the Working Group’s Model Code. Standards of conduct of office for newly elected Council members.
are laid out for a variety of situations, including handling of information,
conflict of interest, gifts, use of social media and interactions with staff, “Now if somebody runs afoul of this they’re
the public and media. actually running afoul of their oath of office, so
it adds a bit of gravitas,” Siebring explains.
For breaches and complaints that can’t be addressed informally, a third-
party investigator will make recommendations that could include censure, North Cowichan also updated its standards Al Seibring
a required apology, removal from a committee, counselling or a ban on for staff (last amended in 2002) in June 2019,
attending conferences. Once the Municipality finalizes updates to its along with mandatory training modules and a companion video.
remuneration bylaw this year, it will also allow for reduced compensation
“This is where the cultural shift can be significant,” Swabey says. “This
if warranted.
document has become the key to explaining why certain behaviour and
While some topics did result in some lively Council discussion – limits practices are not acceptable anymore.”
on social media posts, for example – there was agreement about the need
Swabey notes that the staff of just over 400 have been “phenomenal” in
to add “teeth,” Siebring says. “We’d discovered there wasn’t a heck of a lot
adopting this. “There was very little issue in rolling it out,” he says. “It’s
we could do without disciplinary action. It was our biggest frustration in
a clear document, which helps. It’s not attempting to do anything other
the last term.”
than establish behaviours, not dictate how people do their work.”
Continued on page 13
A Quarterly Publication of the LGMA
Exchange – Spring 2020 12“A safe working environment is fundamental
to every workplace. We’re in a different world
now. Enough’s enough.”
Also in the works this year is a respectful workplace policy intended
to address any remaining gaps. “It will specifically set up expectations
of behaviour when people are in our public spaces – whether a pool or
Council chambers, and whether they are there to use the facilities or to
witness or participate in government,” Swabey says. MichaelShoop-ad-Nov2011-1.02.indd 1 11 11 22 09:54
In many respects, governing the behaviour of staff or the public tends to
be more straightforward than doing so for elected officials, who make
the rules.
“Bad behaviour at a political level in local government has nothing to do
with whether you have a code of conduct,” Swabey says. “It has more to
do with the will of Council to have good behaviour. You need the tools
LOCAL GOVERNMENT
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Promoting Professional Management & or email Anna Delaney at adelaney@capilanou.ca
13 Leadership Excellence in Local GovernmentKeeping the Public Trust
A LOOK AT LGMA’S NEW CODE OF ETHICS
By Karin Mark “We felt as a Board this was the right thing
to do, recognizing the ongoing importance
Trust is often difficult to build, but it’s easy to destroy. of ethics and ensuring civic employees were
This is as true for personal relationships as it is between local holding themselves to the highest standard,
governments and the communities they serve. Missteps by staff members especially given the public trust in the work
can do serious long-term harm to the public trust and goodwill that are that we do,” says Mark Koch, Director of
essential for local governments. Development Services at the City of West
Kelowna and Past President and Chair of the
LGMA members now have a new set of tools to help them maintain the LGMA Ethics Committee.
high ethical standards expected of the public service. Mark Koch
Koch was President in 2018 when the Ethics
Earlier this year, the LGMA released an updated Code of Ethics Committee – made up of the current and two former LGMA Presidents
alongside new practice guidelines, an online course and training on a rotating basis – was charged with replacing the Association’s
requirements for members. former one-page Code of Ethics document with a comprehensive suite
of tools and requirements that better helps members act appropriately,
ethically and with integrity in their public, professional and personal
relationships.
“We’re all quite excited to see this work completed and see it put into
action,” Koch notes. “It really does feel like the moving of the dial.”
WHAT’S NEW
Introduced on Jan. 1 of this year, the new Code of Ethics centres around
12 principles (listed on page 16) that set out LGMA members’ expected
conduct with respect to their job, the Association, others and their
profession as a whole. This conduct is mandatory. Starting in 2020, all
LGMA members must agree to abide by the new code when they join
the Association or renew their membership each year.
The new code comes alive in the companion Code of Ethics Practice
Guidelines, which provide an overview of each principle, explain the
standards behind them and demonstrate how they may apply to local
government professionals and their work.
Another related piece of work – an online course called LGMA Ethics
in Local Government – was introduced in February and takes members’
education a step further, explaining the importance of ethical practices in
local government and posing thought-provoking scenarios and challenges.
The free course, available on demand at any time, was developed to
support members in meeting the new requirement for ongoing ethics
training. First-time members must now complete two verifiable hours of
ethics training in their first year, while existing members must complete
two verifiable hours of ethics training every two years.
Continued on page 15
A Quarterly Publication of the LGMA
Exchange – Spring 2020 14This requirement can be met through the LGMA’s convenient online
course or by completing ethics training through the LGMA or other
organizations, such as the B.C. Office of the Ombudsperson’s free one- “The intent is to make sure the Code of
hour Fairness 101 program.
Ethics is put into action, and that it’s not just
Koch explains that the LGMA’s enhanced training and renewal
requirements were intended to ensure ethics remain “top of mind” for a code that sits in a binder or on a wall.”
members and that they stay current with changes in ethics standards
and practice. “The intent is to make sure the Code of Ethics is put into
action, and that it’s not just a code that sits in a binder or on a wall.”
Recognizing that the new tools and requirements represent a DEVELOPING THE CODE AND COURSE
significant change for the Association, the LGMA will be working with The Ethics Committee developed the new suite of Code of Ethics
members to seek voluntary compliance. tools over approximately 18 months through extensive research, review
The Ethics Committee will also oversee a new procedure to address of best practices, member engagement and legal review. Assistance
formal written complaints about the professional conduct or behaviour with the course was also provided by Ethics Committee members
of LGMA members. If the member is deemed to have breached the including Koch plus Patti Bridal and Paul Murray, and volunteers
Code of Ethics, the Board of Directors may assign penalties including John Fortoloczky, Keeva Kehler, Adriana Proton, Diane Kalen-Sukra,
a reprimand, conditions of membership, suspension of membership or Gabryel Joseph, Alberto De Feo and Jerry Berry.
expulsion from the LGMA.
Continued on page 16
Our Objective is Simple: Exceed your Expectations.
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Promoting Professional Management &
15 Leadership Excellence in Local GovernmentKeeping the Public Trust: A Look at LGMA’s New Code of Ethics
Continued from page 15
The resulting body of work – from code to course – provides members
with clear and thorough direction, guidelines and examples that bring
ethics to life for members.
Rollout of the new materials and requirement has been taking place
Twelve New Principles
through LGMA committees, events and member communications. to Uphold
“This is important work that we needed to do. It’s been a lot of effort
and we’re thankful for everyone’s contribution,” Koch says. “We’re The LGMA’s new Code of Ethics sets out the following
excited to see it implemented and help strengthen the valuable work principles outlining expected behaviour. Read the code and
that local government professionals do.” practice guidelines for more information.
____
1 A Member shall carry out their duties and responsibilities
Go to www.lgma.ca/code-of-ethics to view the LGMA’s new Code to the best of their abilities.
of Ethics, Practice Guidelines and complaint procedure, or to learn
about or start the LGMA Ethics in Local Government on-demand 2 A Member shall conduct themselves in a professional
online course. manner in order to maintain the respect, trust, and
confidence of the Organization, Others, and the
v Association.
3 A Member shall put the interests of the Organization
before their own self-interest.
4 A Member shall keep separate their personal and
professional responsibilities and relationships.
5 A Member shall uphold the ideas of effective and
democratic government through professional
management.
6 A Member shall, by virtue of their role within local
government, demonstrate the highest standards of ethical
conduct and integrity to merit the trust and respect of the
elected and appointed officials, employees and the public.
7 A Member shall not act to the detriment of the
Organization.
8 A Member shall treat others in a fair, unbiased, and
equitable manner.
9 A Member shall be responsive to the rights and needs of all
Others.
10 A Member shall uphold the letter and the spirit of the law
and this Code.
11 A Member shall be respectful towards other Members,
colleagues, and peers.
12 A Member shall safeguard and uphold the reputation of
the Profession and the Association.
A Quarterly Publication of the LGMA
Exchange – Spring 2020 16MEMBERS PAGE
MEMBER MOVEMENT
Shelley Legin, General Manager of A Note About Our Events
Corporate Services, City of Nanaimo
(formerly Chief Financial Officer and In light of the World Health Organization’s pandemic declaration regarding COVID-19, coupled
Vice-President of Administration, with the Government of British Columbia’s declaration of a provincial state of emergency, we have
Vancouver Island University) postponed some of our regular LGMA events and programs. The health and safety of our members,
Blair Lekstrom, Chief Administrative staff, and the public is of the utmost importance.
Officer, City of Dawson Creek
(formerly City Councillor, City of Our team is working hard to explore alternative, accessible options for learning and we will continue
Dawson Creek) to update our members as frequently as possible. We appreciate your patience as we actively
strategize on the safest options for upcoming and future learning opportunities. In the interim, you
Tyler Madsen, Chief Administrative
Officer, District of Elkford (formerly may appreciate taking advantage of some of our online learning opportunities and fall events.
Manager of Asset Management
Technical Services, City of
Courtenay)
Michelle Martineau, Manager of
Legislative Services, District of
2020 LGMA PROGRAMS October 18-23
MATI Statutory School for Approving
2020 RELATED
North Cowichan (formerly Director & EVENTS Officers PARTNER PROGRAMS
of Corporate Services, District of May 5 South Thompson Inn, Kamloops & EVENTS
Sparwood) Webinar: Building Your Social Media November 4-5
October 28-30
Duncan Redfearn, Chief Team Asset Management BC Conference
Administrative Professionals
Administrative Officer, City of Grand www.lgma.ca/programs-training Westin Wall Centre, Richmond
Conference
Forks (formerly Chief Administrative June 3 Westin Wall Centre, Richmond
Officer, City of Dawson Creek) Webinar: Managing Difficult
Conversations November 2, 3, 10, 17
Kevin Taylor, Corporate Officer, Effective Report Writing Online Course
www.lgma.ca/programs-training
District of Lillooet (formerly www.lgma.ca/programs-training
Development Planner, District of June 5, 12, 19
Summerland) Public Engagement Online Course
www.lgma.ca/programs-training
Lyle Hannan, Director of Corporate
Services, District of Sparwood August 9-14
(formerly CAO, Village of Young, MATI Foundations SPECIAL RECOGNITION
Saskatchewan) UBC-Okanagan, Kelowna
September 14, 21, 28 Board of Examiners
RETIREMENTS Minute Taking Online Course
Four local government employees have been recognized for their
Karen Jones, Executive www.lgma.ca/programs-training
education and work experience while working in the local government
Assistant, Human Resources September 24 field in B.C. and are being awarded a Certificate by the Board of
Office Administration, District of Webinar: Records Management File Examiners.
Summerland Plan
Sharon Lloyd-deRosario, Legislative www.lgma.ca/programs-training Certificate in Local Government Service Delivery:
Clerk, Islands Trust • Ethan Anderson, Director of Corporate Administration,
October 7-9
Corporate Officers Forum District of Kitimat
Radisson Hotel Vancouver Airport, • Amanda Weeks, Manager of Administrative Services /
Richmond Corporate Officer, City of Parksville
Certificate in Local Government Statutory Administration:
• Melany Helmer, Chief Administrative Officer, District of
Fort St. James
• Caoimhe Kehler, Chief Administrative Officer, City of Parksville
Promoting Professional Management &
17 Leadership Excellence in Local GovernmentYou can also read
