Chapter 3: Embedding the APS Values and Code of Conduct

Conclusions

The APS Values Framework in the PS Act represents a risk management approach that replaces central prescription. The success of such an approach relies on a clear understanding of the APS Values by agencies and employees, and their integration into agency systems, procedures and culture. The employee survey results are very encouraging in relation to the success that agencies have had in creating commitment to the APS Values. In general, they indicate that employees feel they are familiar with the APS Values and the Code and show that employees view the APS Values and the Code as relevant to their daily work.

While agencies are taking steps to include information on the Values and the Code in induction training, there is more to be done to raise awareness and promote understanding among existing employees. The importance of taking such action is highlighted by the results of the employee survey, which show that those employees who are familiar with the APS Values are more likely to agree that their agency has a clear set of values about the behaviour expected of them. Employees who rate their level of familiarity with the Values as high are also more likely to agree that those around them act in accordance with the Values, and to consider that the Values are highly relevant to the organisation’s business and to daily work.

Agencies generally are also taking steps to ‘hardwire’ the Values into management policies, instructions and guidance. There is more to be done in the area of performance management, where agencies need to consider reviewing their policies to ensure they take account of the APS Values and the Code. While this approach is consistent with the findings of the MAC report on performance management, the agency and employee surveys indicate that only 61% of agencies currently require that, in assessing individual performance, an assessment is made about the extent to which employees demonstrate and consistently apply some or all of the APS Values or agency-specific values/behaviours. Only 67% of all employees report that their performance assessment includes a discussion of behaviour.

In an environment where rules and prescription have been reduced, agencies need to place greater reliance on assurance and accountability mechanisms. Whistleblowing procedures are one such mechanism that encourages the reporting of mismanagement and corruption in the APS and is part of the accountability framework. The purpose of such procedures is to encourage employees to expose wrongdoing without fear of victimisation. It is important for agencies to raise awareness about their whistleblowing procedures and to ensure they are accessible and easy to use. Gaining the confidence of those considering reporting inappropriate conduct is an essential part of any whistleblowing scheme. There is still work to be done to raise awareness of whistleblowing procedures, since more than 30% of agencies indicate that they do not use measures to make employees aware of whistleblowing provisions, and only 65% of employees indicated that their current agency had made them aware that they could report a serious breach of the Code to an authorised person.

Employee surveys are another key quality assurance mechanism. While 67% of agencies have conducted a staff survey in the last three years, it is of concern that a number of agencies have not recently conducted a staff survey and currently have no plans to do so, and that five of those agencies are large agencies.

Future reports will continue to address progress made by agencies towards adopting an integrated approach to embedding the APS Values and the Code of Conduct.