Management
As in previous years, responses to the agency survey indicate that most agencies have articulated a commitment to the Values in a variety of corporate documents. As can be seen in Figure 7.1, 89% of all agencies include such a commitment in their CA (with all medium agencies doing so compared to 81% of large agencies and 86% of small agencies). Eighty-two per cent of agencies also include a commitment to the Values in their AWAs, representing a small drop from the 86% reported last year.
Figure 7.1: Corporate documents expressing commitment to the Values, 2004–05
Note: Agencies that did not supply data for a category have been counted as a ‘no’ response.
Source: Agency survey
About two-thirds of all agencies reported that they had expressed a commitment to the Values in their corporate plan; and 12% were in the process of developing their plans. There was a wide variation between the proportion of large agencies (81%) and the proportion of small agencies (60%) and medium agencies (62%) that had incorporated this commitment in their corporate plan.
Seventy-eight per cent of all agencies have developed their own agency-specific values, principles or behaviours. This is an increase from the 69% reported last year. As last year’s report noted, it is important from a whole of government perspective that agency level statements and documents are consistent with the common APS culture and accountability framework provided by the Values and the Code. There is no cause for concern about the trend towards agency-specific approaches as long as agency-specific values, principles or behaviours complement and reinforce the Values. However, of those agencies with their own agency-specific values, principles or behaviours 11 agencies (17%) reported that those values do not incorporate the Values. This is somewhat concerning, as a trend towards agency-specific values, principles and behaviours appears to be emerging. On a positive note, both agencies currently developing agency-specific documents on these issues are proposing to incorporate the Values. Agencies that do not make this connection should consider doing so. Agency-specific values are discussed in more detail later in this chapter.
Almost half of all agencies reflect the Values in their service and/or client charters (46%). This represents an increase from just over a third last year (36%). Overall, 49% of all agencies reflect the Values in their Chief Executive Instructions (CEIs). This is the same as last year after a significant rise from 40% in 2002–03. The results ranged from 37% for small agencies to 58% for medium agencies and 57% for large agencies.
The incorporation of the Values into an agency’s broad performance management arrangements is one of the critical strategies that supports embedding the Values. In considering individual performance, 76% of agencies require that an assessment be made about the extent to which employees demonstrate and consistently apply some or all of the Values and/or agency-specific values and behaviours. This represents a slight decrease from 80% last year. A higher percentage of large agencies (86%) than small agencies (74%) or medium agencies (69%) reported this approach.
Table 7.2: Measures used by agencies in performance assessments to ensure employees demonstrate and consistently apply the Values, 2002–03 to 2004–05
| 2002–03 (% of agencies) | 2003–04 (% of agencies) | 2004–05 (% of agencies) | ||||
| Yes | Being developed | Yes | Being developed | Yes | Being developed | |
| An assessment of values/ behaviours in performance assessments | 61 | 15 | 78 | 7 | 77 | 9 |
| Regular multi-source feedback | 22 | 16 | 22 | 16 | 27 | 13 |
| Training of all staff on how values/behaviours relate to effective performance | 27 | 17 | 36 | 10 | 35 | 18 |
Source: Agency survey
As Table 7.2 above shows, the most common measures adopted over the past three years to ensure that agency performance management arrangements address the Values have been their inclusion in performance assessments. This year 77% of agencies reported having such arrangements—a similar proportion to last year. While the overall trends apparent in Table 7.2 are positive, it is somewhat concerning that some agencies are reporting these mechanisms as ‘being developed’ two years in a row.
Compared to last year there has been a slight decrease in the proportion of agencies that reported assessing their staff against all the Values (from 60% last year to 54% in 2004–05). This drop is largely concentrated in the large agencies (from 76% to 52%). There has been a similar decline in relevant agencies (i.e. those that have developed agency-specific values, principles or behaviours) assessing their staff against agency- specific values (from 65% to 58%). There has also been a drop from just under a half to a little over a third of relevant agencies that reported assessing their employees against both the Values and their agency-specific values.
Responses to the employee survey show a similar pattern to last year in relation to performance assessment including a discussion of behaviour (around 80% of relevant employees reported that this occurred). While relevant respondents could choose multiple responses, assessment against agency-specific values (45%) achieved a higher level of response than assessment against the Values as a set (35%), the Values most relevant to the job (20%) or other behavioural indicators (4%).
Once again the results of this year’s employee survey show that assessment of behaviour as part of performance appraisal seems to be related to a higher level of agreement that colleagues, immediate managers and the most senior managers act in accordance with the Values.
