Embedding the APS Values: Case studies and other supporting material

Please note: These documents are for reference purposes only and are no longer considered by the APS Commission to be current. They may contain good practice advice and/or advice on the transitional arrangements between the 1922 and 1999 Public Service Acts.

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Case study 1:
Department of Transport and Regional Services:
Commitment to the APS Values

Background

The senior leadership team in the Department of Transport and Regional Services (DOTARS) has developed diverse approaches to communicate and integrate standards of behaviour consistent with the APS Values and Code of Conduct. The approaches are complemented by effective enforcement mechanisms. DOTARS takes particular pride in its people orientation and aims to develop a culture in which they can perform at their best, embracing the Values and the Code of Conduct. DOTARS' senior management demonstrates commitment to the required standards of behaviour.

Description

Senior leaders have implemented strategies, some led by the Secretary of the Department of Transport and Regional Services, to build commitment to the APS Values and DOTARS' values, encourage compliance with the Code of Conduct and foster an ethical culture.

Defining standards and expectations and fostering an ethical culture

With the aim of clarifying the standards of conduct expected of DOTARS' employees, and directing their attention to desired behaviours, the senior leadership team regularly seeks opportunities to discuss directly with employees the APS Values, DOTARS' values and ethics.

An example of this direct communication relates to Senior Executive Service (SES) staff. Newly promoted and newly engaged SES employees attend a presentation by the Secretary soon after either their promotion or engagement. The presentation includes a discussion about personal conduct and the Secretary's expectation that SES employees are required to model the highest ethical standards, the APS Values and departmental values. The Secretary also makes it clear that a good working knowledge of the Public Service Act 1999 is expected.

The Secretary gives employees a six-monthly oral report on departmental achievements and challenges, emphasising a values-driven ethical culture as a personal priority and a key standard by which the department will be judged.

As well as setting standards and defining expectations, the senior leadership team's purpose in initiating discussions about values and ethics is to help employees to feel comfortable with raising ethical issues and questions. The Secretary has made it clear in employee discussions that it is acceptable to talk about values and ethics and that successful organisations of the future will need to confront these issues.

SES employees also acknowledge the APS Values and DOTARS' values explicitly by means of a signature for each set of values in their Australian workplace agreements. Similarly, the DOTARS certified agreement commits the parties to providing a working environment that encourages behaviours in accord with the APS Values and departmental values.

Departmental commitment to the APS Values and DOTARS' values is also articulated in other corporate documents.

Equipping employees to deal with values and ethics in decision making

To equip employees with the skills to help them manage the ethical dimension of decision making, and to promote the APS Values and departmental values, DOTARS has introduced a three-day foundation leadership program-Leading in DOTARS (see case study no. 6.)

Taking a firm line with misconduct

The Secretary and senior leaders in DOTARS make it clear to employees that a firm line will be taken if the Values or Code of Conduct are breached. To help ensure that misconduct action does not fail because of procedural deficiencies, DOTARS has focused on making its Code of Conduct guidelines and procedures easy to read and understand. In particular they provide: a good explanation of the purpose of the Code of Conduct a simple and clear description of natural justice principles and how they apply in consideration of a conduct matter well explained processes that are open and transparent a clear explanation of responsibilities.

The Code of Conduct guidelines and procedures also emphasise confidentiality and privacy issues and the importance of keeping accurate records.

Assurance

To assess the effectiveness of its strategies, DOTARS conducts biannual staff surveys that give particular attention to the place of values within the department's working culture and governance environment.

For more information please contact:

MURRAY LEMBIT
PHONE 02 6274 6714
murray.lembit@dotars.gov.au