The Ministry Of Youth Development And Sports Case Study

The Ministry of Youth Development and Sports became a full blown Ministry in the year 2011 after the last Government lost the elections. Before this year they use to be a department in a Ministry. For the first time they were now independent and had to get supporting staff for their operations. There was now an administrative staff along with their own accounting department and also has it very own Permanent Secretary. A vision had to be established along with a mission that was to be the course the Ministry would take.

An analysis of the ethical health of the Ministry of Youth Development and Sports (MYDS) was made and implementation plan had been put in place to assist the improvement in the one which seem to be less effective or non-existent.
The staff order supersedes any decision that is made by the divisions of the Government of St. Lucia which includes the Ministry of Youth Development and Sports. A code of Ethics does not exist at MYDS. A code of conduct list rules, guidelines and responsibilities that the Ministry would have towards its stakeholders. It is important for the staff to have a compass on what is expected of them from their stakeholders and what their reputation should be based upon. To name a
It would have to reflect what the vision of MYDS and what it wanted their staff to emulate. To establish and implement a Code of Ethics required one to communicate with upper level management, who gave an insight on the correlation of the vision and what they would like to emulate in the Code of Ethics and Conduct. Permission was granted also to access information and personnel for perusal. Person’s where sensitized of the project and was explained to the process on which would require them to be open and honest about the issues they assume to be unethical and ways they would see it addressed. The stakeholders were also asked to contribute to the building of the code. A code was then drafted a given to key personnel to read and make minor adjustments. When the code was completed it was placed on the notice board and there was a meeting communicating the new code. The code reflected the Ministry being open, truthful, accountable, impartial, justice, selfless, objective and have integrity. There were small gatherings to communicate the Code and to receive feedback after the code had been communicated to staff. There was little time to actually evaluate if there was a positive impact on the staff members or the stakeholders involved. The role of a compliance officer was given to the HR personnel to assist in continuing to adhering to the code of ethics There