the ethical challenges in the public service mr andrew podger public service commissioner hong kong...
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The Ethical Challenges in the Public Service
Mr Andrew PodgerPublic Service Commissioner
Hong Kong
12 December 2002
Australian Public Service Commission
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
Australian Public Service Commission
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
‘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
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
‘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
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
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
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
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
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
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
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
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
‘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)
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