Ethical Leadership in Action - United Nations Public Administration ...

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• For the integrity promotion committee to be effective, it is highly recommended that it be chaired by a directorate officer and its members comprise senior officers representing essential functional areas of the department. • Broadly speaking, the scope of an integrity promotion committee may include: • Recommend initiatives and measures to reinforce a culture of integrity among staff at all levels; • Recommend initiatives and measures to reduce corruption and malpractice; • M o n i t o r t h e i m p a c t a n d p r o g r e s s o f t h e implementation of the policies and strategies; and • Promote the image of the department as an organisation that values transparency, best practices and efficient service. Support for departments intending to set up the proposed integrity promotion committee • The ICAC and the CSB are always happy to share integrity promotion experience with departments. Telephone No. Email Address ICAC 2756 3300 kesk@crd.icac.org.hk CSB 2810 3178 csbcd@csb.gov.hk • The three departments of the ICAC, namely the Operations Department, the Corruption Prevention Department and the Community Relations Department can send representatives to the integrity promotion committee to offer suggestions and exchange views with senior staff of the department concerned. 38
Action V. Aligning the People and the System in Support of an Ethical Culture • Senior managers are not only required to lead by example, they should also pay attention to the following areas to ensure that they align with one another in support of an ethical departmental culture: • Requirements and standards stated in departmental codes or guidelines; • Checks and balances in different systems; and • Staff training. • Any inconsistency in senior managers’ actions in the above areas may send a negative signal to staff and seriously undermine the department’s efforts in sustaining an ethical culture. Thus, senior managers have the responsibility to make the necessary improvement proactively or bring the issues to the appropriate authority for follow-up. • After all, an ethical departmental culture needs the support of both its people and the system. Synergy is essential to achieve the best result. 39
Page 1 and 2: Ethical Leadership in Action Handbo
Page 3 and 4: The Challenges Awareness Ahead Aler
Page 5 and 6: The Challenges Ahead The Growing Im
Page 7 and 8: Awareness Alert your staff to to th
Page 9 and 10: Awareness 1. Section 3 It is a very
Page 11 and 12: Awareness Loans of Money Status of
Page 13 and 14: Awareness • Listed below is the s
Page 15 and 16: Awareness 3. Section 10 It is the s
Page 17 and 18: Awareness Checklist for Managers
Page 19 and 20: Awareness • An officer investing
Page 25 and 26: Corruption and malpractice are risk
Page 27 and 28: II. Checks and Balances • Checks
Page 29 and 30: Awareness Action Alert Convey your
Page 31 and 32: Action II. Exercising Monitoring an
Page 33: Action • Enhance staff’s awaren
Page 37 and 38: List of relevant CSB Circulars, CSR

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