The Seven Principles of Public Office In 1994, the UK government established a Committee on Standards in Public Life. Their remit was to make recommendations to improve standards of behaviour in public life. The committee was chaired by Lord Nolan, and the first report of the committee established the seven principles of public life, also known as the “Nolan principles”. These seven principles apply to anyone who works as a public office-holder. This includes people who are elected or appointed to public office, nationally and locally, and all people appointed to work in: civil service – local government – police – courts and probation services non-departmental public bodies – health, education, social and care services and to those in other sectors that deliver public services. The Seven 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. Have they made a difference, and are they still relevant? The fact that the Nolan Principles are widely used suggests that they are indeed relevant and useful. You’d be hard-pushed to find anyone to argue against such noble values, but are they enough in and of themselves to ensure good behaviour in public life? The Nolan principles were revolutionary at the time because they focused on behaviour and culture, rather than processes. Therefore if someone lives by these values, it will go a long way to improving behaviour. The welcome side-effect is a board which has a tighter rein on processes and compliance, leading to a win-win situation. If you are really practicing accountability, integrity and leadership, you will ensure your organisation has a strategic plan in place, is spending public money wisely and is delivering exceptional service for all customers. If you are selfless and honest, you will be making decisions which are in the interests of the organisation, putting aside any personal interest and acting objectively and independently. Organisations which are open have been shown to have more stakeholder involvement in the planning process, leading to enhanced public service. The Nolan principles have weathered well for over 20 years. We’d consider them a timeless classic! The Nolan Principles – 20 years on…