Capacity building

The OECD Recommendation of the Council on Public Integrity calls on adherents to “provide sufficient information, training, guidance and timely advice for public officials to apply public integrity standards in the workplace, in particular through:

a) Providing public officials throughout their careers with clear and up-to-date information about the organisation’s policies, rules and administrative procedures relevant to maintaining high standards of public integrity;

b) Offering induction and on-the-job integrity training to public officials throughout their careers in order to raise awareness and develop essential skills for the analysis of ethical dilemmas, and to make public integrity standards applicable and meaningful in their own personal contexts;

c) Providing easily accessible formal and informal guidance and consultation mechanisms to help public officials apply public integrity standards in their daily work as well as to manage conflict-of-interest situations.”

Questions for self-assessment:

1. Does the government or organisation communicate its integrity standards to its employees?

Integrity standards are not communicated.
The Code of Conduct or Ethics and integrity policies are communicated on the intranet / internet.
Different forms of communication tools and awareness-raising methods are used to communicate about the Code of Conduct or Ethics and integrity policies for all employees.
In addition to communication tools and awareness-raising campaigns, behavioural insights are used to remind employees of integrity standards at key moments. Managers are also required to hold periodic discussions on integrity issues in staff meeting or individual supervisor-employee meetings.

2. Are integrity training opportunities regular throughout the public official’s career?

There are no integrity training opportunities available for public officials.
There is a voluntary dedicated integrity training module or course in the induction training.
Induction integrity training is mandatory, but on-the-job opportunities are limited, if any, and focused on at-risk and managerial positions.
In addition to mandatory integrity training, regular “refresher” training opportunities are provided to all public officials, and are mandatory for categories of officials considered “at risk”.

3. Is the content and methodology of integrity training tailored for different training audiences?

The content and training methods are not tailored for the different audiences.
There is a “one-size-fits-all” approach to integrity training, with the same content and training method used, regardless of the audience.
The content is tailored to the different training audiences. There is a preference to use lecture-based methods for all audiences, with limited opportunity for participants to get involved.
The content is tailored to the different training audiences. Trainers use different methods, taking into account the size, level and needs of each audience. Integrity training includes several different methods, with an emphasis on participation from the training audience.

4. Is integrity training subject to monitoring and evaluation?

There is no monitoring and evaluation of integrity training.
Monitoring and evaluation of integrity training focuses on the output level, with tools such as questionnaires on participants’ perceptions of training.
Monitoring and evaluation of integrity training focuses on the output level, with tools such as pre-and post-assessments of integrity knowledge.
Monitoring and evaluation of integrity training focuses on the outcome level, through tools such as assessments of behavioural changes or indicators to assess impacts of training.

5. Can public officials seek advice from an integrity body/unit/official regarding their daily work?

There are no specific functions, rules or policies that frame the provision of advice on integrity issues in the workplace.
Public officials can turn to their supervisor to seek guidance on integrity issues in the workplace.
Public officials can turn to a designated official, unit or body to seek guidance on integrity issues in the workplace.
Public officials can turn to a designated official, unit or body with integrity expertise and who is hierarchically independent from the public organisation on which s/he advises on.

6. What methods of communication exist to seek advice?

There are no methods of communication to seek advice on integrity issues.
Oral communication is the only method used to discuss integrity issues.
Public officials can contact the integrity advisory function in-person or through a hotline, but there is no option for written communication. Information on service delivery and privacy standards is available.
A central website or on-line portal identifies the range of procedures that are in place to contact the integrity advisory function, and clear guidance is easily available for all public officials on how to contact, expectations, service delivery and privacy standards.

7. Are there measures in place to ensure that the right people, with the right skills, are appointed to the integrity advisory function?

There are no measures in place to ensure that the right people, with the right skills, are appointed to the integrity advisory function.
Management is tasked with the responsibility of providing guidance on integrity issues in the workplace. They do not receive training or guidance on how to conduct these conversations.
Clear qualification criteria is in place to fill the integrity advisory positions, and initial training on providing ethical guidance is mandatory. Integrity advisors are not able to establish good rapport, as there is a tendency to rotate the advisory positions often.
Clear qualification criteria is in place to fill the integrity advisory position. Initial and on-going training opportunities are provided, with opportunities for integrity advisors to meet with colleagues across public organisations to share good practices and challenges. Integrity advisors enjoy sufficient support, establish good rapport with public officials in their organisation, and are not at risk of frequent rotation.

Loading...