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DECS Implementation The Code of Conduct

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Title: DECS Implementation The Code of Conduct


1
DECS Implementation
Presenters Marg Davidson Robyn Sweatman
__________________________________________________
____________________________
Ethical Standards and Merit Protection Unit,
February 2006
2
Is your mobile off ?
  • If you are expecting a high priority call, or
    need to be on call, please switch to mute

3
Acknowledgement of Country
4
The Code of Conduct
  • The Full Story
  • or A
  • Chapter In A Larger Volume?

5
Aim
  • Set the context
  • Links between the Code of Conduct and the DECS
    Statement of Directions
  • The implementation requirements for the Code of
    Conduct
  • Provide
  • Tools and strategies for establishing and
    maintaining ethical environments, ethical
    behaviours and ethical decision making processes
    in the work place
  • Resources
  • Support leaders in
  • Applying the principles to their general
    management practice
  • Developing their own staff development programs
  • Establishing and maintaining ethical
    environments, ethical behaviours and ethical
    decision making processes in the work place

6
Overview
  • Ethics
  • What is it?
  • Context
  • The world view
  • The Legislative Framework
  • The DECS Context
  • Ethics in the Workplace
  • Meeting the Ethical Challenge
  • Individuals
  • Sites and units
  • DECS
  • Principles into Practice
  • Ethical Decision Making Model
  • Implementation
  • Planning for sites
  • Activities Tool Kit

7
Values Lines
Group Activity
?
8
EthicalDecisions
Relationships among individuals
Values cultural influences
Laws, regulations codes
9
Ethics
  • is internally observed
  • is governed by the spirit of the intent behind
    the rule
  • requires thought and choice
  • allows for choice on the morally permitted
    morally ideal continuum boundaries

10
How ethical are you in your everyday life?
QUIZ
?
11
MEETING THE ETHICAL CHALLENGE
Personal Accountability
  • accept you have a choice
  • begin change at the personal level
  • make informed choices
  • be prepared to stand up be counted

12
The Ethical Person is
  • Self Aware
  • Self Reflective
  • Self Critical
  • knows roles and expectations
  • knows relevant policies and rules
  • is able and willing to explain choices
  • is able to identify when individual choices
    clash with legislation or Government/DECS
    policy
  • can explain the process and thinking behind
    choices
  • is willing to recognise and learn from mistakes

13
WHY HAS ETHICS BECOME SO IMPORTANT?
1950s trust me world
1990s show me world
2000s include me world
WHAT HAS DRIVEN THE ETHICS BOOM?
  • organisational misconduct
  • media exposure / public backlash
  • ineffective corporate governance
  • heightened visibility / networked world
  • growing maturity of organisational institutions

Adapted from OPE Ethics Resource Kit
14
CONTEXT The Legislative Framework
Parliament of Australia
  • Racial Discrimination Act, 1975
  • Sex Discrimination Act, 1984
  • Australian Human Rights and Equal Opportunity
    Commission Act 1986
  • Disability Discrimination Act, 1992

Parliament of South Australia South Australian
Acts and Regulations
  • Education Act, 1972
  • Education Regulations
  • Equal Opportunity Act, 1984
  • Occupational Health, Safety and Welfare Act,
    1986
  • Freedom of Information Act, 1991
  • Whistle Blowers Protection Act, 1993
  • Public Sector Management Act, 1995
  • Honesty and Accountability Act, amending PSM
    Act, 2004
  • SafeWork SA Amendment Act 2005

15
Group Activity
?
What would an ethical working environment be like?
16
An Ethical Environment
Group Activity Discussion
  • An Ethical Environment
  • Looks like .
  • Sounds like .
  • Feels like

An Ethical Environment Y chart
Describe your ideal ethical environment
17
The Code of Conduct
Integrity the intent or meaning behind your
actions Respect - how you treat
others Accountability - fulfilling
responsibility to government, community DECS
Principles
Principles in Practice
Ethical Decision Making Model
As public sector employees we are required to act
(and are entitled to be treated by colleagues) in
line with the Code of Conduct
18
DECS CONTEXT
Organisational Values
  • Cooperation
  • Excellence
  • Fairness
  • Integrity
  • Respect
  • Responsibility - Accountability

19
From DECS Strategic Directions
20
Principles in Practice
  • Integrity
  • Examples of someone acting with Integrity are
  • being fair and equitable
  • providing honest, accurate and complete
  • feedback
  • ensuring s/he doesnt have, or appear to have,
    a conflict of interest

21
Principles in Practice
  • Respect
  • Important features of a work and learning
    environment underpinned by Respect are
  • freedom from Harassment and Bullying
  • equitable, non- discriminatory processes
  • valuing of diversity and difference
  • respect and courtesy shown to individuals

22
Principles in Practice
  • Accountability
  • Fulfilling the obligations of Accountability
    includes
  • maintaining confidentiality privacy
  • complying with legislation and departmental
  • policies
  • being careful with public comment
  • using resources effectively
  • transparency in decision making
  • reporting misconduct, corruption, illegal
    activity Inappropriate conduct definition pg
    14

23
Principles in Practice
Group Activity
?
  • Examples from our own workplaces

24
Ethical Decision Making Model Pg 4
  • Define the problem
  • Identify the underlying principles, legislation
    and policies
  • Identify and consider the options
  • Apply the Sunlight Test - Ask yourself
  • What would your family or chief executive say if
    your actions were reported on the front page
    of a newspaper?
  • How will the decision be viewed by future
    generations?
  • Would you be happy if this action was performed
    on you?
  • Choose your course of action

If you are unsure, seek advice before you act
you are responsible for your actions
25
WORKPLACE SCENARIOS
?
What is the ethical course of action here?
26
ORGANISATIONAL ETHICS
  • - a set of formal informal standards of conduct
    that employees use to guide their behaviour.

Organisational life is not only about
resultsthat are achieved, it is about
  • who you are - values
  • - organisational reputation public trust
  • what you are aiming at - vision
  • - social, economic environmental impacts
  • what efforts you have made - integrity
  • - how you achieve results, ethics, governance
    relationships

27
BARRIERS TO ETHICAL WORKPLACES
Assumptions that
  • ethics costs too much
  • - time money
  • ethics is restricted to individual morality not
    learnt at work
  • /orthe ethical side of work life will take
    care of itself
  • managing ethics is a job for others

28
The Ethical Employer
  • Is clear about policies, rules, regulations and
    expectations
  • applies standards consistently, fairly and justly
  • supplies written expressions that employees are
    expected to read, use, sign
  • does not exempt anyone regardless of level
    fromacting in the expected manner
  • uses clear and consistent consequences for
    violations

29
The Ethical Employer
  • Gives employees voice in matters of
    ethicsthrough
  • an open culture encouraging discussion onethical
    issues
  • effective grievance whistle blowing procedures
  • protection for complainants and whistle blowers
  • respect for union membership
  • Provides Transparent Decision Makingwhere
  • reasons for decisions are given
  • procedural fairness is provided
  • site and system implications are considered
    appropriate changes implemented

30
The Systems View of the Ethical Organisation
Induction
Safety Wellbeing Role Clarity

Ethical Behaviour Equity and
Consistency Systems Focus
Fairness Immediacy
Learning Development
Authority Systems
Employee Voice
Rewards Sanctions
Recruitment Merit Selection
Probity Accountability
31
DECS Systemic Integration On-going Compliance
  • Areas of critical and immediate focus
  • Recruitment
  • Merit Selection Local Selection
  • Induction
  • Performance Management
  • Grievance Procedures
  • Systemic Training Packagesincluding
  • Merit Selection,
  • PAC,
  • Grievance Management,
  • Anti-racism and Anti Sexual Harassment
  • OHSW

Successful implementation requires an ongoing
review and improvement of departmental procedures
and systems to ensure alignment with both the
Code and DECS Statement of Directions
32
Implementation Requirements- Sites and Units
  • Initial awareness - July to December 2005
  • Distribution to staff
  • Discussion and consideration of Code and its
    application

33
Implementation Requirements- Sites and Units
  • Review policy, procedures practices - to April
    2006
  • Training and workshop sessions with staff
  • Induction for new staff, and new managers-
    scope, responsibilities, general principles
  • Performance Management / Staff Development
    programs
  • Decision making processes- including PAC, Merit
    Selection Grievance Procedures

34
Implementation Related Policy and Procedures
  • Induction
  • Managing Diversity
  • Performance Management
  • Professional Standards for Teachers in South
    Australia
  • Merit Selection
  • Anti Racism Policy
  • Sexual Harassment and Antiracism (Handbook)
  • Violence / Bullying Management Procedure
  • Psychological Health Management Procedure

35
Implementation Requirements- Sites and Units
  • Putting principles into practice - Ongoing
  • Applying the Code of Conduct and DECS Statement
    of Directions to support our efforts to provide
    an ethical environment and ethical behaviour as
    the norm in our work places

36
WORKPLACE IMPLEMENTATION
?
Where next?
37
Workplace Implementation
Identifying Issues, Priorities Strategies
38
Sources / References
  • Ethics Resource Kit, for the South Australian
    Public Sector 2003,Office for the Commissioner
    for Public Employment
  • ESMPU Training materials presentations
  • Presentation by Phil OLoughlin, Dir HR IR
    Services, to Senior Exec 2005
  • Public Sector Middle Management Competencies
  • DECS Professional Standards for Teachers in South
    Australia
  • OPE Workforce Perspectives Survey, 2004
  • Office of People and Culture Managers Pack
  • Refer to Conduct Discipline on HR
    website at www.decs.sa.gov.au/Hr1

39
Leadership and Management Responsibility
  • The expectations of how we do things,what we pay
    attention to and what is recognised and rewarded
    is most clearly demonstrated by the behaviour of
    leaders and managers

40
Leadership and Management ResponsibilityOPE
Workforce Perspectives Survey, 2004
  • 51 of respondents reported their manager
    inspired them through his/her behaviour
  • 51 reported that their input was adequately
    sought and considered about decisions that
    affected their jobs
  • 51 reported their training and development needs
    had been identified and agreed with their manager
    in last 12 months
  • 98 reported they felt safe at work
  • However they also reported that
  • 26 had experienced bullying/harassment in the
    last 12 months
  • 47 had witnessed bullying/harassment in the
    last 12 months
  • 22 had experienced unwelcome behaviour in the
    last 18 months
  • 15 had been subjected to improper or
    unreasonable decisions in the last 12 months

41
In matters of style, swim with the current, in
matters of principle, stand like a rock. Thomas
Jefferson
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