Hester Paanakker

122 phase on the one hand, and the output phase on the other (2014, pp. 201-203). Studies on the role of values in the outcome phase are scarcer, but, as Huberts argues, studies that focus on the throughput phase demand our specific attention (2014, pp. 201-203). Therefore, he favours a perspective that builds on a “system model of governance” that incorporates these four phases (input, throughput, output and outcome) altogether (2014, p. 202). The procedural aspects of governance processes are just as important, if not more, to the safeguarding of values and its concomitant achievement of quality of governance (2014, pp. 201-203). Procedural integrity that pays due regard to other, related values of governance might be a core ingredient to the successful recipe of good governance. Here, Huberts acknowledges that integrity co-exists and interacts with a variety of other values (and, likewise, integrity violations may come at the expense of a variety of values), that together constitute a central framework of the quality of governance. He considers the following seven values to be central values of governance (2014, p. 213): 1. “democracy with responsiveness and participation”—paying attention to social preferences and with the involvement of actors having an interest (including citizens); 2. “accountability and transparency”—being open, honest, and willing to account for behaviour; 3. “lawfulness”—respecting laws and rules; 4. “incorruptibility and impartiality”—acting in the public interest instead of self-interest or other inappropriate partial interests; 5. “effectiveness and efficiency of process”—acting capably in agenda-building and preparing, taking, and implementing decisions; 6. “professionalism and civility”—acting in line with professional standards and standards for (inter)personal behaviour; skilfulness (expertise), civility and respect, neutrality and loyalty (including confidentiality), and serviceability for civil servants; and reliability, civility, and trustworthiness for politicians; and 7. “robustness”—being stable and reliable but also able to adapt and innovate. 5.3 Value Universality or Contextuality in Governance Given that these values are identified to pertain to governance processes in a broad sense, it is no surprise they constitute rather broad and generic categories. This triggers the questions of 1) how such generic values apply to concrete organizational settings, 2) to what extent the same set of values applies across a sector as varied as the public sector and, 3) whether individual 122 Chapter 5