1. The Ethical Challenges in the Public Service
Hong Kong
12 December 2002
Mr Andrew Podger Public Service Commissioner

2. Key messages
The importance for modern, self-confident Government of having fundamental public sector values deeply embedded
Values-based management needs ‘hardwiring’ into organisational systems and procedures if it is to successfully affect behaviour and relationships
If greater risk of fraud or corruption then there is a greater need for rules and controls
Before discussing the APS Values and the Code of Conduct, it is important to go back to the legislation that embodies them, the Public Service Act 1999 (the Act). The Act aims to:
recognise accountability;
embody the values of the APS in legislation that distinguish it from other enterprises, and thus ensure that these values are maintained and upheld (public service values include accountability, integrity, impartiality, professionalism, ethical behaviour, fairness, equity and diversity);
through the embodiment of the Values and Code of Conduct, spell out the responsibilities of employees;
through the Values and other parts of the Act provide certain rights for employees (e.g. review of actions); and
Section 35(2)(c) of the Act requires SES employees ‘by personal example and other appropriate means, promote the APS Values and compliance with the Code of Conduct’.
Australian Public Service Commission

3. CAPAM – Characteristics for Justified Self Confidence
Increased involvement by citizens
More partnerships
More deliberative organisational learning (‘weaving the future’)
Most importantly, appreciation of the democratic fundamentals including the rule of law
Australian Public Service Commission

4. ‘Values have traditionally played a central role in the context of public service ethics and can be traced back to both Weberian philosophy and to the influence of developments such as the British Northcote-Trevelyan reforms which were introduced as a reaction to the previous climate of patronage and favouritism.’ (Williams, 1999)
Australian Public Service Commission

5. 25 years of Public Service Reform
Financial management
Competition policy
Responsiveness to the elected Government
Workplace relations
Service delivery
E-Government
Australian Public Service Commission

6. (Williams, 1998) Australian Public Service Commission
‘At the same time there is growing emphasis on corporate governance issues in the private sector and both the public and private sectors…From both sides … public and private sector management practices appear to be converging.
(Williams, 1998)
Australian Public Service Commission

7. Values and Code of Conduct
Public Service Act 1999
Values and Code of Conduct
Public Service Commissioner’s Directions for each Value
Sanctions available
Agency Heads must uphold and promote Values
Commissioner evaluates
The extent to which Agencies incorporate and uphold Values
Their systems and procedures for ensuring compliance with the Code
Australian Public Service Commission

8. APS Values – Relations with the Government
Apolitical, impartial, professional
Employment decisions based on merit
Openly accountable
Responsive to the elected Government
Australian Public Service Commission

9. APS Values – Relations with the Public
Delivering services effectively, impartially and courteously
Sensitive to the diversity of the public
Focusing on achieving results
Australian Public Service Commission

10. APS Values – Workplace Relations
The merit principle
Valuing communication, consultation, cooperation
Achieving results and managing performance
Promoting equity in employment
Providing opportunity for community to apply for employment
Fair system of review of decisions.
Australian Public Service Commission

11. APS Values – Personal Behaviour
Highest ethical standards
Code requires
honesty and integrity
care and diligence
treating everyone with respect and courtesy
avoiding conflicts of interest
not making improper use of position
Australian Public Service Commission

12. Evolution to Values-Based Management
1960’s – 1980’s
Objectives-based management, management for results, TQM
1980’s – 1990’s
Performance management, skills, competence, HR
Late 1990’s to now
Values, leadership capabilities, “emotional intelligence”
Australian Public Service Commission

13. Application to outsourced service providers
Challenges for the APS
Leadership by example
Application beyond ongoing employees, to non-ongoing employees, labour hirees, contractors
Application to outsourced service providers
Conflict of interest with wider contracting, partnering in the APS
Record-keeping
Australian Public Service Commission

14. Other Challenges for the APS
Continued improvement to performance management and organisational capability
Workforce planning
Whole-of-government approaches to policy, service delivery and issues management
Australian Public Service Commission

15. ‘Australia is incredibly lucky to have a cadre of senior public servants who are diligent to a fault, culturally self-aware, brighter than the average businessman or politician … senior officials retain an old-fashioned sense of vocation, of serving the nation as much as holding down a job. Most could earn more doing something else but remain at their posts from a sense of calling.’
(Tony Abbott)
Australian Public Service Commission