Ethical Framework
Ethical Foundation
The ethical foundation of justice, rule of law, moral core, human dignity and democratic principles forms the context for ethical decision making, which must guide our decisions.
Justice
Fairness, equity and impartiality in the
application of the law.
Rule of Law
Equality of access to the rights enshrined in the Constitution and the Charter of Rights &
Freedoms.
Moral Core
The moral imperative to act in a manner that is consistent with what is good, right and just.
Human Dignity
Respect for human dignity and the rights
of persons.
Democratic Principles
The balance of individual and personal freedoms with the concept of social order and the general
public good.
Recognition of the legitimate authority of office-holders and the importance of maintaining the
public trust.
Ethical Values
The "rightness" of a decision can be judged
on whether it is consistent with these ethical
values:
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Executive Responsibilities
The key relationships for police executives are
with the public, their police staff and organization,
their professional partners, and themselves
personally.
Public
Executive responsibilities of CACP members
toward the people they serve and public officials include:
- Actively advancing the public safety agenda
- Being a wise steward of public resources
- Providing competent and responsive
services - Building value-based relationships
- Exercising diligence
- Consulting effectively
- Respecting the legitimate authority of
office-holders - Being accountable
Police Staff and Organization
Executive responsibilities of CACP members
toward employees of his/her own police service,
and the police service as a corporate entity,
include:
- Setting and focusing on the strategic priorities
- Promoting continuous learning and career development
- Fostering professionalism
- Maintaining accountability
- Setting the moral tone
- Providing for participation, consultation and feedback
- Fostering a healthy and safe work
environment - Supporting honest mistakes
- Clarifying roles and responsibilities
- Promoting harmonious labour relations
Professional Partners
Executive responsibilities of CACP members toward others in the policing profession and others engaged in services related to the policing profession include:
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Building value-based relationships
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Clarifying and respecting roles
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Sharing knowledge
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Upholding the public trust
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Being accountable
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Cooperating and collaborating
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Consulting effectively
Personal
Executive responsibilities of CACP members toward themselves include:
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Maintaining focus on the strategic direction
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Modeling leadership attributes
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Managing life-work balance
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Delivering on commitments
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Persevering
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Developing themselves
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Maintaining self-discipline
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Avoiding conflicts of interest and the appearance of personal gain
Considerations for Ethical Decision-Making
The following are issues for consideration and guidance in the decision-making process.
- Consistency with the law, police policy and regulations
- Consistency with the CACP Ethical Framework
- Identification of those potentially affected by the decision
- Probable consequences of the decision
- Potential for good over harmful outcomes from the decision
- Potential for a conflict of interest or the perception of personal gain
- Ability to justify the decision in terms of the public trust
If members feel isolated in the resolution of ethical issues, the CACP encourages them to consult colleagues or others with experience in the areas under consideration. Simply discussing an issue can facilitate good decision-making.
Police leadership is serious work and there are important issues at stake. It requires a technical competence and a willingness to take difficult action in trying times. As well, it requires a recognition that we must act with a concerted commitment to serve and protect using democratic principles in the service of law while honouring human dignity in the pursuit of justice. It is adhering to this ethical framework that distinguishes us as professionals.
