Topic Guide: Codes of Conduct

Ethics codes and codes of conduct as tools for promoting an ethical and professional public service: Comparative successes and lessons. Gilman, S., 2005. http://www.oecd.org/dataoecd/17/33/35521418.pdf  

This background study has been written as an introductory guide for development practitioners and, as such, the paper is both accessible and useful. The analysis begins with an informative background on the development of ethics codes and codes of conduct. It then examines their role and how codes have been used in different parts of the world. It covers the best practices and limitations of codes, with particular consideration of the use of codes in international development. The author discusses how to integrate codes into existing organisations, what to include and the wider institutional and legal framework best able to support codes of conduct. Finally, the study considers how to evaluate a code’s effectiveness and provides examples of which codes have worked in particular settings and why. The paper presents four major findings: (1) the best public sector codes include elements of both values-based and rule-based approaches, (2) effective codes rely on solid institutional and administrative foundations, (3) codes also rely on wider integrity management procedures, such as asset disclosure and conflict of interest resolution and (4) codes become more effective over time as they "naturalise"; actual and perceived independence are vital to sustain the requisite political will.  

Codes of conduct for public officials in Europe: Common label, divergent purposes. Hine, D., 2005. in International Public Management Journal http://bit.ly/1GsB4qz  

Although the empirical basis of this paper is somewhat outdated, Hine's findings are still relevant to those seeking to reform codes of conduct. Looking specifically at appointed public officials, Hine argues that ethics management outcomes are a product of a country's administrative and legal culture. He shows that the difficulty of drafting a code of conduct which can mesh with the existing legal and ethical order is difficult enough in one country, and casts doubt on the value of transnational common codes as advocated by the Council of Europe. Finally, the paper also finds that devising codes of conduct for appointed officials with specialised functions with high exposure to ethical risks is relatively straightforward compared to codes of conduct for generalist public servants who face a whole range of ethics risks.  

Beyond the code of conduct: Building ethical competence in public officials. Whitton, H., 2009. http://www.u4.no/publications/beyond-the-code-of-conduct-building-ethical-competence-in-public-officials/  

This practitioner-oriented brief seeks to explain why traditional methods of managing ethical problems encountered by public officials often fail and examines how this important deficiency might be remedied. The central contention is that traditional rule-based codes of conduct, which aim to prohibit corruption and misconduct, often neglect the promotion of ethical conduct in the exercise of public functions. This short article outlines how a competency-based approach to teaching and managing professional ethics standards in the public sector can "go beyond" rigid codes of conduct. It further suggests applications of this approach in a capacity building programme that can be applied to support public service reform, and to resist corruption and abuse of power by officials.  

Towards a sound integrity framework: Instruments, processes, structures and conditions for implementation. OECD, 2009. http://www.oecd.org/officialdo...

This document presents key components of a sound integrity framework in public sector organisations. It proposes an overall integrity framework for fostering integrity and resistance to corruption in public sector organisations, and assumes that all aspects of this integrity framework are interdependent and the framework as a whole is dependent on its context. The paper also translates this abstract assumption into functional policy recommendations and, in annex 2, provides a complementary checklist as a hands-on diagnostic tool for managers.  

The paper has several highly relevant sections related to codes of conduct. Subsection 4.1.1.D clarifies conceptual issues concerning integrity codes and presents research findings about their impact (Box 3, p.35). This is followed by some more specific policy recommendations related to the scope and content of integrity codes (Box 4, p.36). The question of whether it is preferable to design one code to cover all integrity-related guidance or opt for specific codes to provide specific guidance for particular topics, situations and functions is also discussed. Finally, Box 1 (p.13) provides empirical support for the idea of combining rule-based and values-based approaches in codes of conduct.