Chapter 3: Embedding the APS Values and Code of Conduct

Values in Agencies project

The studies of the six agencies that took part in the Values in Agencies project found that, in general, the APS Values are viewed by employees as common sense for the public service and common practice, and it was evident that each agency had developed and implemented a range of strategies to promote particular Values or aspects of the Code of Conduct. However, there was no strategic or holistic approach to promoting the Values or the Code as a complete package by any agency in the study. While there is no legislative requirement for an agency to adopt such an approach, project conclusions and the research undertaken strongly support doing so.

The broad conclusions of the Values in Agencies project were that:

• A strategic and integrated approach is required to promote and maintain a values-based culture within an organisation. Such an approach requires effective leadership that establishes a fair and robust values-based culture with complementary learning and development strategies. It also requires ‘hardwiring’ of the Values into instructions and guidance and effective control and assurance systems.
• Leadership is crucial to inspiring and motivating employees not only to achieve organisational outcomes but also to engage with the expected values and behaviours.
• To foster and sustain a culture based on the APS Values, agencies need to guide and work with their people so that employees are aware of the APS Values and Code and develop good judgement in applying them to their everyday duties.

The APS Values framework

The project found that, in addition to grouping the Values as outlined above, embedding the Values into the culture of an agency requires an integrated approach by the agency to build the robust management environment necessary to promote and uphold the Values, and to inspire public trust and organisational performance.

Figure 3.1: The APS Values framework

The APS Values Framework was developed to assist agency heads, leaders and managers to embed the APS Values. It is specific to the APS, but draws on and adapts international experience and work undertaken by the OECD.² The three supporting elements at the base of the framework—commitment, management and assurance—are key to the successful integration of the APS Values into an agency and to transforming the APS Values into daily decision making and behaviour. The measures that agencies have taken in relation to each of these elements, the views of employees, and particular findings from the Values in Agencies project, are discussed below.

2 OECD, Public Management Committee, Ethics in the public sector—Challenges and opportunities for OECD countries—Draft ethics checklist, OECD, Paris, 1997