INTRODUCTION
.An ethical public service is deemed crucial to the good governance that inspires trust in
government from its citizens. Public officials, both elected and appointed, occupy a position
of trust, acting on behalf of citizens, and the highest standards are expected of them in
developing and maintaining the public interest. A necessary component of an ethical public
service is a set of guidelines that promote ethical behaviour on the part of public officials
and the imposition of sanctions when such behaviour is found lacking. Guidelines and
sanctions can take a number of different forms enshrined in rules, regulations, statute and
codes of ethics. It is important to distinguish between codes of ethics that relate to the
ethical conduct of public officials and codes of conduct that are wider in scope, covering a
range of organisational practices and employee conduct. A good example of a code of
conduct is the Management Code of the UK Civil Service, which includes appointment, equal
opportunities, health and safety, management development, pay and allowances, holidays,
as well as conduct. As well as the content of the codes, it is also considered that codes of
ethics reflect the integrity approach to ethics and a code of conduct reflects a compliance
approach.
The success of implementation will depend upon a number of factors including:
1. The public commitment to an ethical public service must be demonstrated by those in Leadership
positions, whether political, administrative or judicial. Without that commitment the proposals will
not be taken seriously. In Lithuania the development of the codes of ethics was endorsed by the
President and supported by a Parliamentary Working Party.
2. The extent to which ethical principles become embedded in organisational culture will be
important in determining the success of implementation. This will take time and resources but can
be achieved in a number of ways including:
a) Consulting with key stakeholders in the development of the codes of ethics,
b) Disseminating and publicising the codes through workshops and briefings to those who will fall
under their remit,
c) ensuring that the ethical principles form part of the induction programme for all categories of
public officials,
d) Demonstrating the benefits of an ethical public service to public officials and to the Public interest
as a whole
3.There will undoubtedly be resistance to the reforms. Some staff may, for example, see the codes
as just another control mechanism imposed by senior officials. It is important, therefore, that the
aspirational and guiding characteristics of the codes are stressed as much as the regulatory
requirements.
4. As with the implementation of any policy, there will certainly be problems thrown-up that are not
identified in advance, there will be distractions and the environment will often be turbulent. Under
such conditions ethical frameworks are often casualties of wider political agendas. To succeed in
implementation high-level support, persistence, early results, and communication are all crucial.
Bearing in mind the significant progress made in recent years in developing effective Civil Service
Ethics, Codes of Conduct, transparency measures, Ethics and Integrity systems, and Anti-corruption
agencies, there is now a need to concentrate on three areas of concern in particular, which are
directly relevant to the problems of internalising integrity and Ethics in democratic governments and
the Civil Service. Areas for Attention
These are as follows:
1. Anticipating specific threats to ethics standards and integrity in the public sector: attention
needs to be paid to systemic threats that could weaken adherence to core public sector ethics
values, and commitment to good governance, and to preparing the necessary political and
management responses;
2. Strengthening the ethical competence of civil servants, and strengthening mechanisms to
support “professional ethics”: new techniques need to be undertaken to institutionalise ethically
competent decision making, disinterested advice to Government, and, ultimately, an ‘ethical culture’
which supports professional responsibility, self-discipline, and support for the rule of law ;
3. Developing administrative practices and processes which promote ethical values and integrity:
new and proposed pro-ethics laws require effective implementation through, for example, effective
performance management techniques which support the entrenchment of the ethical values set out
in Civil Service (and parasternal) Codes of Ethics
WHY IS ETHICAL BEHAVIOR IMPORTANT IN COMMUNITY INTERVENTIONS?
In addition to its simply being the right thing to do, always acting ethically brings some particular
advantages with it. It makes your program more effective; it cements your standing in the
community; it allows you to occupy the moral high ground when arguing the merits of your program,
and to exercise moral leadership in the community; and it assures that you remain in good standing
legally and professionally.
Program effectiveness. Consistent ethical behavior can lead to a more effective program.
Considering ethical principles in all aspects of a community intervention will lead you to
finding the most effective and community-centered methods, and will bring dividends in
participation, community support and funding possibilities.
Standing in the community. An organization that has a reputation for ethical action is far
more likely to be respected by both participants and the community as a whole than one
that has been known to be unethical in the past. An organization that's recognized as ethical
is also apt to be seen as competent, and to be trusted to treat people with respect and to do
what it says it will do. That community trust makes it easier to recruit staff, volunteers,
Board members, and participants, and to raise money and public support.
Moral credibility and leadership. If you work for the betterment of the world -- whether you
see that as social change, social justice, the alleviation of suffering, the fostering of human
dignity, or simply the provision of services -- it's consistent to act as you wish the rest of the
world to act. Ethical action reflects why you started your community intervention in the first
place. You have a moral obligation to yourself, the individuals you work with, and the
community to be ethical in all you do, and to expect the same from others. If you fulfill that
obligation, and everyone knows it, your voice will have greater impact when you speak out
for what you believe is right, or against what you believe is wrong, and others will follow
you.
Professional and legal issues. Many of the health and human service professions often
involved in community interventions are held to specific codes of ethics by their professional
certification or licensure organizations. The American Medical Association, the American Bar
Association, the American Psychological Association, the National Association of Social
Workers -- these and many other professional associations have detailed ethical standards
their members are expected to adhere to. If members of the profession violate these
standards, they can be disciplined, or even lose their licenses to practice
References
Bok, S. (1999). Lying: Moral Choice in Public and Private Life. New York, NY: Vintage.
Fried, C. (1978). Right and Wron. Cambridge, MA: Harvard University Press.
McKnight, J. (1985). The Careless Society: Community and Its Counterfeits. New York, NY: Basic
Books.
Ram D. & Paul G. (1985). How Can I Help: Stories and Reflections on Service. New York, NY: Knopf.
Singer, P. (1193). Practical Ethics. Cambridge, England: Cambridge University Press.
