The Responsible Public Servant by Kenneth Kernaghan

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By Kenneth Kernaghan

Are public servants answerable for the results of presidency activities to which they give a contribution? have they got a duty to pursue the general public curiosity? Are there limits at the volume in their loyalty to political masters? How do they stay away from clash of curiosity? Is it attainable to deal with the competing calls for of openness and confidentiality,

Cover web page; name web page; in regards to the Authors; Copyright; commitment; Authors' Acknowledgments; desk of Contents; FOREWORD; AVANT-PROPOS; creation; bankruptcy 1 Taking own accountability; bankruptcy 2 Making Defensible judgements; bankruptcy three appearing within the Public curiosity; bankruptcy four The Politically impartial Public Servant; bankruptcy five clash of curiosity; bankruptcy 6 Confidentiality, Transparency and privateness safety; bankruptcy 7 The responsible Public Servant; bankruptcy eight dealing with moral Behaviour; Notes

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The Responsible Public Servant

Are public servants liable for the results of presidency activities to which they give a contribution? have they got a duty to pursue the general public curiosity? Are there limits at the volume in their loyalty to political masters? How do they steer clear of clash of curiosity? Is it attainable to deal with the competing calls for of openness and confidentiality,
Cover web page; identify web page; concerning the Authors; Copyright; commitment; Authors' Acknowledgments; desk of Contents; FOREWORD; AVANT-PROPOS; advent; bankruptcy 1 Taking own accountability; bankruptcy 2 Making Defensible judgements; bankruptcy three appearing within the Public curiosity; bankruptcy four The Politically impartial Public Servant; bankruptcy five clash of curiosity; bankruptcy 6 Confidentiality, Transparency and privateness defense; bankruptcy 7 The dependable Public Servant; bankruptcy eight dealing with moral Behaviour; Notes

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It is noteworthy that in virtually all of the public inquiries held in recent years to examine government scandals, we can recall only one public official – Monique Begin, federal health minister during the tainted blood affair – who considered it her duty to take her share of the responsibility 50 (Picard 1996, August 21). But Ms. Begin’s acceptance of responsibility was tempered by her assertion that the health department in general was “blameless,” therefore she was blameless (Schafer 1999, p.

Contemporary policy proposals are developed through complex webs of interaction involving relations with many units within a department and with other departments, as well as with affected interest groups, industry associations, think tanks, other knowledge generators and possibly other levels of government. Policy analysis is increasingly portrayed as a network management function, encouraging, clarifying and brokering the views of many players, and, thus, about as far as you can get from a simple one-to-one service encounter between a service deliverer and a client in which the former can see what his or her decision will do to the latter (McArthur 2007; Savoie 2008, p.

The acceptance of the notion that the primary obligation of a public servant is to provide support for any initiative that a superior wants to pursue means that there is no ethical dilemma even potentially inherent in the development, presentation and implementation of options and plans that the public servant knows from the outset would harm some or all of those who would be affected by them. This sense of indifference can extend beyond the presentation and implementation of potentially harmful options to include: the writing of policy briefs “to order”; the doctoring and suppression of data which would undermine the perceived effectiveness of a policy initiative or program; the contracting out of data collection and legal advice to firms “friendly” to the Government; the removal from policy or implementation teams of those participants deemed unfriendly by political masters; and willing participation in “spin” – the development of communications instruments designed to destroy the credibility of opponents of the policy proposal or program, mislead stakeholders and distract them from analytical or 42 operational shortcomings of a government initiative.

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