• Thirteenth Report – party funding (2011): This inquiry looked at the system by which UK political parties receive their funding, and concluded that large donations from individuals and groups fostered suspicion that undue influence was being gained. It therefore recommended a cap on donations of £10k, and a corresponding increase in public funding for parties. However, at the time of writing, these recommendations have not been acted on and problems are still outstanding • Fourteenth Report – review of best practice (2013): The committee’s most recent report was a review of recent developments and lessons learned over the committee’s lifetime. It reached four conclusions, backed up with a range of best practice guidance points: – The basic building blocks for promoting high standards identified in the first report (codes of conduct, independent scrutiny and training – see above) remain just as relevant and applicable today – The most pressing need now is for ethical standards issues to be addressed at an organisational level, not with more rules and regulation, but through leadership and example – The risks involved in new models of public services delivery, with greater emphasis on contracting private companies, need to be recognised and addressed – Levels of trust in the integrity of public institutions in the UK are worryingly low. This should not be dismissed as inevitable or cyclical, but can and should be addressed The seven principles of public life NB The seven principles were established in the committee’s first report in 1995; the accompanying descriptors were revised following a review in the Fourteenth Report, published in January 2013. The principles of public life apply to anyone who works as a public office-holder. This includes all those who are elected or appointed to public office, nationally and locally, and all people appointed to work in the civil service, local government, the police, courts and probation services, NDPBs, and in the health, education, social and care services. All public office-holders are both servants of the public and stewards of public resources. The principles also have application to all those in other sectors delivering public services. T h e C ommi t t e e o n S t a n d a r d s i n P u b l i c L i f e The principles Selflessness Holders of public office should act solely in terms of the public interest. Integrity Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships. Objectivity Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias. Accountability Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this. Openness Holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing. Honesty Holders of public office should be truthful. Leadership Holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs. Commonwealth Governance Handbook 2013/14 53
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