Ethics &
Ethical
Decision
SES Training Program – Facilitators’ Guide
Making
SES Ethics Workshop
Enhancing ethical culture through
ethical decision-making
www.ethics.qld.gov.au
Ethics &
Ethical
Decision
SES
Training Program – Facilitators’ Guide
Making
Contents
Purpose ...................................................................................................................................................................................................................... 3
Why the workshop guide and resources were developed............................................................................................................................................ 3
How the workshop guide and resources were developed............................................................................................................................................ 4
How to use this guide.................................................................................................................................................................................................. 4
Guide Structure........................................................................................................................................................................................................... 5
Resources and Readings ............................................................................................................................................................................................ 6
SES Ethics and Ethical Decision-Making Workshop Concept Map ............................................................................................................................. 8
Topic 1: Introduction ................................................................................................................................................................................................. 10
Topic 2: Strategy ....................................................................................................................................................................................................... 12
Topic 3: Structure...................................................................................................................................................................................................... 14
Topic 4: Culture ........................................................................................................................................................................................................ 16
Topic 5: What happens when things go wrong – ethical failure ................................................................................................................................. 18
Topic 6: Introduction to ‘in practice’ section ............................................................................................................................................................... 20
Topic 7: Structure in practice .................................................................................................................................................................................... 22
Topic 8: Culture in practice ....................................................................................................................................................................................... 24
Topic 9: Strategy in practice ...................................................................................................................................................................................... 26
Topic 10: Conclusion ................................................................................................................................................................................................ 28
List of Slides ............................................................................................................................................................................................................. 30
Guideline
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Ethics &
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Purpose
This ethics and ethical decision-making workshop guide and resources for SES Officers has been developed by the Public Service Commission to
support the government’s integrity and accountability reforms and to uphold the Public Service Commission’s responsibilities to enhance ethical
culture and ethical decision-making in the public sector.
The workshop guide and resources will be provided as a package to assist public service agencies to deliver ethics and ethical decision-making
workshops to their SES officers.
Why the workshop guide and resources were developed
On 6 August 2009, the Queensland Government released the discussion paper Integrity and Accountability in Queensland to prompt public
discussion on integrity and accountability issues. In response to the submissions received, the Queensland Government developed a program of
integrity reform, including both legislative and administrative improvements, aimed at ensuring that Queensland stays at the forefront of open and
accountable government.
The reform program identifies four key principles as underpinning a robust integrity and accountability framework. They are:
 strong rules - clear rules and standards, balancing proscription with positive values and aspirations, so that an exemplary standard of
conduct is aspired to;
 strong culture - strong leadership, training and awareness and a conscious dedication to ethical values;
 strong scrutiny - transparent government processes, strong scrutiny mechanisms, strong agency cultures leading to enhanced internal
scrutiny; and
 strong enforcement - a range of enforcement mechanisms and disciplinary measures in which processes are accessible and outcomes
prescribed, as well as effective public interest disclosure mechanisms.
The government recognises that a robust integrity system requires a public sector culture that emphasises strong leadership, training and
awareness and a conscious dedication to ethical values.
Guideline
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Ethics &
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The examples set by leaders throughout the political sphere and the public sector are important in building and fostering a strong ethical culture.
Leaders must communicate the importance of ethical decision-making in the workplace and they must promote ethical behaviour in their day-to-day
actions and decisions.
Appropriate training is required to ensure all public officials are fully aware of the way that their ethical obligations should be reflected in their
conduct. All new employees are required to undertake Code of Conduct training. In addition to this, the government is introducing mandatory annual
training in ethical decision-making for the public sector.
How the workshop guide and resources were developed
This workshop combines materials and approaches from the CEO Ethics Workshop and the Ethics and Ethical Decision-Making Training Program
developed in consultation with Queensland public service agency representatives nominated through the Queensland Public Sector Ethics Network.
How to use this guide
The workshop guide establishes training objectives and core messages for training for SES Officers in ethics and ethical decision-making.
In developing workshops for delivery, agencies should incorporate material that will assist participants to relate the core messages to their roles and
to meet the workshop objectives, including:
 Ensuring all essential core message areas are covered;
 Incorporating agency examples and materials that are relevant to the agency and the participants receiving the training; and
 Using the tools provided and resources referred to that are relevant to the agency and the participants receiving the training.
Agency training developers and facilitators should flexibly tailor workshops to best assist their audience to meet the workshop objectives.
Guideline
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Guide Structure
The workshop guide starts from the position that compliance on its own is an inadequate response to ensuring integrity and accountability and that
the embedding or institutionalising of ethics within an agency culture is required to consistently ensure ethical outcomes.
The workshop guide and resources:
• Explore a conceptual framework of 3 elements: Strategy – Structure – Culture, from the perspective of the government integrity and
accountability regime.
• Case studies are then used to explore what happens when things go wrong.
• Participants are then asked to explore the 3 conceptual framework elements in practice to identify their accountabilities and the steps they
will take to promote ethical culture in their agency. This aspect of the workshop includes the application of ethical decision making tools to
ethical dilemma scenarios.
The Guide contains:
 Topics – these structure the workshop and provide a process to assist SES Officers to develop a conceptual ethics framework from which to
plan their responsibilities for enhancing ethical culture, as well as providing them with practical information about their responsibilities in
applying the public sector ethics to ethical dilemmas.
 Objectives – 4 learning outcomes for training participants.
 Core message areas – to implement the objectives and under which core content is developed.
 Core message content and discussion – ideas to guide content delivery to achieve the workshop objectives.
 Related PowerPoint slides – these have been created to communicate the conceptual ethics framework. Agency-specific material will need
to be used and may require creation of additional slides by the agency.
 Related resources for ethics trainers and advisors – a list of relevant service-wide documents has been included that may be useful to refer
to for additional background and/or for referring employees to.
 Resources for incorporating agency focus – indicates the types of documents that may be relevant for supporting agency-specific material.
 Resources and readings list - for both facilitators and participants.
Guideline
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Resources and Readings
Background
Integrity and accountability reforms

Government Response to Integrity and Accountability in Queensland, 2009
Senior officer
accountabilities
Legislation

Public Service Ethics Act 2004 (amended 2010)

Public Interest Disclosure Act 2010

Public Service Act 2008 (amended 2010)

Integrity Act 2009

Directive 2/09 Employment Separation Procedures

Directive 22/09 Gifts & Benefits and related policy

Directive 3/10 Declaration of Interests and related policy
Policy

Disclosure of previous employment as a lobbyist
Other documents

Premier’s Communiqué: Interaction between ministerial staff and public servants

Code of Conduct for the Queensland Public Service

Queensland Public Service Charter

PSC 1,2,3,GO Ethical Decision making Tool

Ombudsman’s Good Decisions Workshop (resource available with workshop)
Public Interest Disclosure

Guide Managing a Public Interest Disclosure Program
Integrity

Integrity Information Sheet 1: Integrity Issues and the Integrity Commissioner
Planning and embedding

Performance Management Framework

CMC Integrity Framework

Capability and Leadership Framework, in particular Capability 4
Directives
Support
materials
Guideline
Ethical Decision Making
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Relevant
articles
Ethics and leadership
Case studies
Guideline

P Shergold: Ethics and the Changing Nature of Public Service, 1996

A. Cameron: Tone at the Top 2007

Transparency International Australia, Global Corruption Report 2009: Corruption and the Private
Sector

Kimber et al: Theorising Ethical Dilemmas Faced by Senior Public Servants: An Excursion into
Australian Public Sector Ethic 2003

G.B Adams and D.L Balfour: Ethical Failings, Incompetence, and Administrative Evil – Lessons
from Katrina and Iraq in R.W Cox (ed) Ethics and Integrity in Public Administration 2009

G. Casali & G. Day: Treating an unhealthy organisational culture: the implications of the
Bundaberg Hospital Inquiry for managerial decision making in Australian Health Review, 2010, 34

D. Lenihan: AWB: How the System Let us Down in Public Administration Today April- June 2007

J. Agius SC: The Cole Inquiry into Certain Australian Companies and the UN Oil for Food
Programme: Lessons for Government in Australian Institute of Administrative Law Forum, 2007
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SES Ethics and Ethical Decision-Making Workshop Concept Map
Topics
Strategy
Introduction
Structure
Culture
What happens when things go wrong – ethical failure
Structure in practice
Culture in practice
Strategy in practice
Objective
1. SES have
demonstrated
an
understanding
of the Integrity
and
Accountability
regime in
Queensland
Core message area
Queensland’s
integrity and
accountability
reforms
2. SES have
applied the
public sector
ethics to ethical
dilemmas
Applying ethics to
decisions and actions
Queensland public
sector ethics
Conclusion
Rationale for objective
Our leaders require an understanding of the direction of the government’s integrity and accountability
reforms, how this impacts on their accountabilities and the support available to them to meet those
accountabilities.
The mandatory ethics training being implemented across the public service aims to enhance public
service ethical culture through employee behaviour. Ethical culture is built through shared
understanding and values. Public service leaders have a key role in establishing the benchmark for
ethical culture in their agency.
It is essential that public service leaders identify ethical dilemmas and apply ethical judgement in
resolving them because this is appropriate behaviour, and because research demonstrates that
employee engagement and their ethical behaviour are impacted by their perception of the ethics of
agency leaders.
Ethical leadership is demonstrated through formally championing ethics in their agency, setting the
benchmark for ethical behaviour, and by exercising ethical judgement in responding to ethical
dilemmas.
Guideline
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Objective
3. SES have
developed a
conceptual
framework for
their leadership
of ethical
practice and
culture in their
agencies
Core message area
Planning to enhance
ethical culture
through leadership
4. SES have
committed to
action as
champions of
ethical practice
and culture
within their
agencies and
across
government
Leading ethical
culture enhancement
Guideline
Rationale for objective
Public service leaders are responsible for promoting an organisational culture that values high ethical
standards and behaviour. Promoting ethical culture should be integrated into all SES activities
including the planning, implementation and reporting cycle for organisational performance
management. By integrating ethical culture into their role, SES Officers are:
 Leading a high performance culture;
 Leading business direction and being accountable for achieving performance results for the
Queensland community;
 Being a role model for performance management.
through:
 Setting the strategic direction and managing priorities for achieving agency goals;
 Leading public service planning and manage performance at a whole-of-government level;
 Demonstrated commitment to the right way to do business, which will be critical to agency and
employee successful delivery of outcomes.
Queensland Government Performance management Framework – A Guide for Executive
Managers
Implementing the government’s integrity and accountability reforms requires actively promoting and
being seen to lead the development and enhancement of ethical culture.
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Topic 1: Introduction
Objective
Core message
area
Instructions for
trainers
Content and
discussion
3. SES have developed a conceptual framework for their leadership of ethical practice and culture in their agencies
Planning to enhance ethical culture through leadership
CEOs should be requested to provide an expression of commitment by participating in workshops provided to their executive
management team. Workshops below this level should similarly be supported by members of the agency executive
management team.
Explain the background (integrity and accountability reforms) and the structure (strategy – structure – culture) of the
workshop to participants and communicate the reform emphasis of taking a positive expression of the principles and values
that underpin effective public service.
This workshop has been developed to support the government’s integrity and accountability reforms, in particular to enhance
ethical culture and ethical decision-making in the public service. Mandatory ethics training, being implemented across the
public service, aims to enhance public service ethical culture through employee behaviour. Ethical culture is built through
shared understanding and values and the reforms seek to promote positive expression of the principles and values that
underpin effective public service. Public service leaders have a key role in establishing the benchmark for ethical culture in
their agency.
The workshop will assist SES in understanding SES accountabilities under the integrity and accountability reforms. It
provides a conceptual framework to assist SES in implementing your responsibilities for promoting organisational culture that
values high ethical standards and behaviour. It includes case studies and scenarios to explore the impact of ethics (or their
lack) on public administration and outcomes for the community.
Compliance or Culture
‘Because efficient and legitimate institutions can be used for constructive or destructive purposes, public affairs professionals
need to develop and nurture a critical, reflexive attitude toward public institutions, the exercise of authority, and the culture at
Guideline
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large’
Adams and Balfour 2009
This workshop starts from the position that compliance on its own is an inadequate response to ensuring integrity and
accountability and that the embedding or institutionalising of ethics within an agency culture is required to consistently
ensure ethical outcomes.
The workshop:
• Explores a conceptual framework of 3 elements: Strategy – Structure – Culture, from the perspective of the
government integrity and accountability regime.
• Case studies are then used to explore what happens when things go wrong.
• Participants are then asked to explore the 3 conceptual framework elements in practice to identify their
accountabilities and the steps they will take to promote ethical culture in their agency. This aspect of the workshop
includes the application of ethical decision making tools to ethical dilemma scenarios.
Related slides
1. Cover slide
2. Conceptual framework: compliance or
culture
3. Objectives
4. Introducing the framework
Guideline
Related resources

Agency resources
Quotes, provided with this training workshop,
placed around walls
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Topic 2: Strategy
Objective
Core message
area
Instructions for
trainers
Content and
discussion
1. SES have demonstrated an understanding of the Integrity and Accountability regime in Queensland
Queensland’s integrity and accountability reforms
Take participants through the government’s integrity and accountability framework. This section provides an overview of the
key integrity and accountability reforms. How these relate to SES Officer accountabilities is explored later in the workshop.
This workshop explores a conceptual framework of 3 elements: Strategy – Structure – Culture
This section explores ‘Strategy’, being the government’s integrity and accountability reforms.
The government expects the highest standards of integrity and accountability from everyone in public office and has put in
place an integrity and accountability framework with a program of reforms under four key principles:
 Strong rules - clear rules and standards balancing proscription with positive values and aspirations so that an
exemplary standard of conduct is aspired to;
 Strong culture - strong leadership, training and awareness and a conscious dedication to ethical values;
 Strong scrutiny - transparent government processes, strong scrutiny mechanisms, strong agency cultures leading to
enhanced internal scrutiny;
 Strong enforcement - a range of enforcement mechanisms and disciplinary measures in which processes are
accessible and outcomes prescribed. Effective public interest disclosure mechanisms.
Government Response to Integrity and Accountability in Queensland 2009
The reforms that are most relevant sector-wide are listed in the slides, with details about these included in the slide notes.
Details about the other reforms can be obtained from the response paper: http://www.premiers.qld.gov.au/communityissues/open-transparent-gov/integrity-and-accountability-review.aspx
Guideline
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Related slides
5. Strategy
6. Integrity and accountability reforms
7. Reforms – strong rules
8. Reforms – strong culture
9. Reforms – strong scrutiny
10. Reforms – strong enforcement
Guideline
Related resources

Government Response to Integrity and
Accountability in Queensland 2009
www.ethics.qld.gov.au
Agency resources
Incorporating Agency Focus
 Agency policies and procedures
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Topic 3: Structure
Objective
Core message
area
Instructions for
trainers
Content and
discussion
1. SES have demonstrated an understanding of the Integrity and Accountability regime in Queensland
Queensland’s integrity and accountability reforms
Take participants through the integrity and accountability regime, focusing on how the agencies listed:
• Oversight integrity and accountability in the Queensland Public Service; and
• Support they can offer SES Officers.
This workshop explores a conceptual framework of 3 elements: Strategy – Structure – Culture
This section explores ‘Structure’, being the regime that oversights integrity and accountability in the Queensland.
The agencies provide support and advice in following areas:
Crime and Misconduct Commission - http://www.cmc.qld.gov.au
Combats major crime, raises public sector integrity and protects witnesses. Offers a range of services including research,
advice, intelligence and surveillance.
Public Service Commission – http://www.psc.qld.gov.au
Supports the ongoing development of employees across the sector, acknowledging that a positive workplace culture is a key
driver of staff retention, corporate innovation and high performance.
The PSC incorporates the Ethics Advisory Service, which gives agencies and employees from across the sector a central
point to access ethics-related information and training resources for the Code of Conduct for the Queensland Public Service
and public interest disclosures. Contact: 1300 038 472 . www.ethics.qld.gov.au
Queensland Integrity Commissioner - http://www.integrity.qld.gov.au/
Provides advice on integrity and ethics issues, including conflicts of interest, to Ministers, Members of Parliament, senior
public servants, maintains the lobbyists register and monitors lobbyists conduct.
Queensland Audit Office - http://www.qao.qld.gov.au
Assesses public service financial management to enhance public sector accountability .
Guideline
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Queensland Ombudsman's Office - http://www.ombudsman.qld.gov.au
An independent complaints investigation agency which ensures public agencies (state government departments and bodies
and local councils) act fairly and make the right decisions for Queenslanders. Assists public agencies to improve their
decision-making and administrative practice for the benefit of the community.
Office of the Information Commissioner - http://www.oic.qld.gov.au/
Responsible for providing information and assistance to Queensland government agencies to promote access to
government-held information and protect people’s personal information held by government.
Related slides
Related resources
Agency resources
Incorporating Agency Focus
11. Structure
 Government Response to Integrity and
Accountability in Queensland, 2009
12. Map of integrity regime
 Agency policies and procedures
Guideline
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Topic 4: Culture
Objective
Core message
area
Instructions for
trainers
1. SES have demonstrated an understanding of the Integrity and Accountability regime in Queensland
Queensland public sector ethics
To uphold public sector ethics we need to know what the public sector ethics are and what they mean.
Discuss the relevance of ethics to public service using the quote from Peter Shergold.
Explore the Public Sector Ethics Act 1994 (PSEA) principles and the underpinning values for each principle and clarify their
meaning. Further information can be obtained from the resource document: What do the Queensland Public Sector Ethics
Principles Mean?
The final slide in this set can be used to highlight the contribution of the public sector ethics to achieving outcomes for the
public.
Content and
discussion
This workshop explores a conceptual framework of 3 elements: Strategy – Structure – Culture
This section explores ‘Culture’, outlining the government’s commitment to enhancing ethical culture to support a robust
integrity and accountability framework.
Peter Shergold AM, former Public Service Commissioner Australian Public Service argues that the nature of the public
service makes ethical behaviour a requirement:
… the bottom line accountability for public servants is ethical (did I meet the public purpose as efficiently, effectively,
equitably and openly as possible?) whereas for the private employees it is economic (did my work contribute to company
profits and shareholder dividends?)
P Shergold: Ethics and the Changing Nature of Public Service, 1996
Guideline
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The government integrity and accountability reforms emphasise the importance of enhancing ethical culture through strong
leadership, training and awareness, and a conscious dedication to ethical values. New public sector ethics principles and
values are established in the amended Public Sector Ethics Act 1994. The principles and values embody the ethics that
underpin effective serving of the public. Ethics should be the way we do our public service business of delivering government
priorities to deliver outcomes for Queenslanders. The Ethics in Practice diagram represents how outcomes for
Queenslanders are achieved in the public service through ethical behaviour, implementing government priorities and
services.
Related slides
13. Culture
14. Public sector ethics principles
15. Principle 1 Integrity and impartiality
16. Principle 2 Promoting the public good
17. Principle 3 Commitment to the system
of government
18. Principle 4 Accountability and
transparency
19. Ethics in practice - diagram
Guideline
Related resources


Public Sector Ethics Act 1994
Code of Conduct for the Queensland Public
Service
www.ethics.qld.gov.au
Agency resources
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard
of Practice
 Agency/ occupationally relevant
examples/ scenarios
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Topic 5: What happens when things go wrong – ethical failure
Objective
Core message
area
Instructions for
trainers
2. SES have applied the public sector ethics to ethical dilemmas
Applying ethics to decisions and actions
Use case studies to explore what happens when ethical culture and practice are found wanting.
Three well known case studies are included with a brief overview of what happened and the outcomes.
Agencies are encouraged to use at least one case study form their own agency and highlight the ethical lessons that
emerged, using the public sector ethics. If using a case study focusing on an individual, explore the lessons that emerged
about how the agency systems handled the situation. Case studies should be de-identified.
Content and
discussion
Any work environment and role has risks: both situations in which there are temptations to act unethically and situations that
comprise an ethical dilemma, where we must exercise ethical judgement to determine the right thing to do. These situations
may be created or affected by norms (practices and unwritten rules), both positive and negative, that operate in the
workplace.
Having explored the integrity and accountability framework, the workshop now uses case studies to explore what happens
when ethical culture and practice are wanting.
The included case studies:
 Responding to Hurricane Katrina;
 Reconstructing Iraq; and
 The AWB, DFAT and the Oil for Food Programme.
Guideline
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Related slides
Related resources
20. What happens when things go wrong?  G.B Adams and D.L Balfour: Ethical Failings,
Incompetence, and Administrative Evil – Lessons
21. Ethical failure – Hurricane Katrina
from Katrina and Iraq in R.W Cox (ed) Ethics and
22. Ethical failure – Reconstruction of Iraq
Integrity in Public Administration 2009
23. Insert agency example
 D. Lenihan: AWB: How the System Let us Down in
Public Administration Today April- June 2007
 J. Agius SC: The Cole Inquiry into Certain
Australian Companies and the UN Oil for Food
Programme: Lessons for Government in
Australian Institute of Administrative Law Forum,
2007
Guideline
www.ethics.qld.gov.au
Agency resources
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard
of Practice
 Agency policies and procedures
 Agency/ occupationally relevant
examples/ scenarios
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Topic 6: Introduction to ‘in practice’ section
Objective
Core message
area
Instructions for
trainers
Content and
discussion
3. SES have developed a conceptual framework for their leadership of ethical practice and culture in their agencies
4. SES have committed to action as champions of ethical practice and culture within their agencies and across government
Planning to enhance ethical culture through leadership
Leading ethical culture enhancement
Advise participants that the workshop will now explore their role in upholding ethics in their agency, using the conceptual
framework: Strategy – Structure - Culture.
This time the workshop commences with Structure, then explore Culture and ends with looking at Strategy: giving SES
Officers the opportunity to focus on identifying actions they will commit to in order to uphold their ethical responsibilities as
leaders in the agency.
Compliance or Culture
‘Because efficient and legitimate institutions can be used for constructive or destructive purposes, public affairs professionals
need to develop and nurture a critical, reflexive attitude toward public institutions, the exercise of authority, and the culture at
large’
Adams and Balfour 2009
This workshop starts from the position that compliance on its own is an inadequate response to ensuring integrity and
accountability and that the embedding or institutionalising of ethics within an agency culture is required to consistently
ensure ethical outcomes.
The workshop will now help SES to explore your role in upholding ethics in this agency, using the conceptual framework:
Strategy – Structure - Culture. This time the workshop commences with Structure, then explores Culture and ends with
looking at Strategy: actions SES identify and will commit to in order to uphold SES ethical responsibilities as leaders in the
agency.
Guideline
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Ethics &
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Related slides
24. Putting the conceptual framework into
practice
Guideline
Related resources
www.ethics.qld.gov.au
Agency resources
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Topic 7: Structure in practice
Objective
Core message
area
Instructions for
trainers
Content and
discussion
1. SES have demonstrated an understanding of the Integrity and Accountability regime in Queensland
Queensland’s integrity and accountability reforms
Take participants through the new SES Officer accountabilities under the government’s integrity and accountability reforms
referring to relevant agency policy, procedures and examples.
This workshop explores a conceptual framework of 3 elements: Strategy – Structure – Culture
This section explores putting ‘Structure’ into practice, focusing on new SES Officer accountabilities under the government’s
integrity and accountability reforms.
Accountabilities
SES accountabilities based on the integrity and accountability reforms are established in legislation, directives and policy.
Code of Conduct: A new Code of Conduct for the Queensland Public Service comes into effect from 1 January 2010.
As our senior leaders, Chief Executive and Senior Executive Service (SES) Officers have responsibility to visibly
demonstrate and uphold the principles and values of the Public Sector Ethics Act 1994 that are reflected in the Code of
Conduct. Chief Executive and SES officers’ roles are to promote an organisational culture that values high ethical standards
and behaviour.
Ethics training: The Queensland Government’s integrity and accountability reforms identified ethical decision-making as an
important aspect of a strong ethical culture. Annual training in ethics and ethical decision-making is now mandatory for all
public service employees. This commenced with a workshop for CEOs held in October 2010. This has been cascaded to
SES Officers in the form of this workshop. Training for all officers is planned.
Related slides
Related resources
Agency resources
Incorporating Agency Focus
25. Structure in practice
 Government Response to Integrity and
Guideline
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26. Reform accountabilities for SES
27. Reform accountabilities for SES
28. Reform accountabilities – Code of
Conduct
29. Reform accountabilities – Ethics
training








Guideline
Accountability in Queensland, 2009
Directive 2/09 Employment Separation Procedures
Directive 22/09 Gifts & Benefits and related Policy
Directive 3/10 Declaration of Interests and related
Policy
Disclosure of previous employment as a Lobbyist
Premier’s Communiqué: Interaction between
ministerial staff and public servants
Code of Conduct for the Queensland Public Service
Queensland Public Service Charter
Integrity Information Sheet 1: Integrity Issues and
the Integrity Commissioner
www.ethics.qld.gov.au




Agency values
Agency Code of Conduct Standard
of Practice
Agency policies and procedures
Agency/ occupationally relevant
examples/ scenarios
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Topic 8: Culture in practice
Objective
Core message
area
Instructions for
trainers
Content and
discussion
2. SES have applied the public sector ethics to ethical dilemmas
Applying ethics to decisions and actions
Take participants through the slides in this section and then ask them to work through ethical dilemmas in small groups.
The ethical dilemmas are to be generated by the agency. Use:
 Participant-relevant examples/ scenarios to explore dealing with ethical dilemmas: situations where the ‘answer’ is
not clear cut and ethical judgement is needed;
 Your agency ethical decision making tool or the PSC 1,2,3,GO Ethical Decision Making Tool;
 the Code of Conduct, applying the ethics principles in the first instance and then the values and standards of conduct
to clarify the principles;
 Ask participants to explain how they used the principles to form their decision;
 Ask participants to identify the impact of their decision in terms of the ethics principles, both positive and negative
impacts; and
 Assist participants to identify appropriates sources of advice.
This workshop explores a conceptual framework of 3 elements: Strategy – Structure – Culture
This section explores putting ‘Culture’ into practice, focusing on the application of ethical decision making tools to ethical
dilemma scenarios.
Ethical decision-making
Making ethical decisions is not just about applying rules. Increasingly we are asked to decide what should be done, to make
our own decisions, in situations where the answer is not clear. The public sector ethics principles can guide us in identifying
what we should do in these situations.
Guideline
www.ethics.qld.gov.au
24
Ethics &
Ethical
Decision
SES
Training Program – Facilitators’ Guide
Making
Advice
Seeking good advice is central to making an impartial and appropriate ethical decision. It is difficult to get perspective in
isolation nor can you give yourself independent ethics advice. Clarify the issues and options for resolution by talking to
someone independent who you respect.
Related slides
30. Culture in practice
31. Ethical standards in the public sector
32. Ethical decision-making
33. Ethical decision-making model diagram
34. Ethics advice
Guideline
Related resources





Public Sector Ethics Act 1994
Code of Conduct for the Queensland Public
Service
PSC 1,2,3,GO Ethical Decision Making Tool
Ombudsman’s Good Decisions Program
Crime and Misconduct Commission Prevention
Program
www.ethics.qld.gov.au
Agency resources
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard
of Practice
 Agency policies and procedures
 Professional codes/ ethics/ values
 Occupational groupings: interests/
values
 Agency/ occupationally relevant
examples/ scenarios
25
Ethics &
Ethical
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SES
Training Program – Facilitators’ Guide
Making
Topic 9: Strategy in practice
Objectives
Core message
area
Instructions for
trainers
Content and
discussion
3. SES have developed a conceptual framework for their leadership of ethical practice and culture in their agencies
4. SES have committed to action as champions of ethical practice and culture within their agencies and across government
Planning to enhance ethical culture through leadership
Leading ethical culture enhancement
Slides in this section include questions to prompt participants to consider their role in leading ethical culture. Participants
should be encouraged to begin to translate their responses into planning for implementation beyond this training workshop.
This workshop explores a conceptual framework of 3 elements: Strategy – Structure – Culture
This section explores putting ‘Strategy’ into practice, focusing on identifying actions SES will commit to in order to uphold
SES ethical responsibilities as leaders in the agency.
SES officers are to promote an organisational culture that values high ethical standards and behaviour by:
• Openly demonstrating conscious commitment to ethics by communicating the importance of ethical decision-making
in the workplace, and promoting ethical behaviour in day-to-day actions;
• Ensuring employees have access to training in the operation of this Code and in ethical decision-making more
broadly, making the Code meaningful for all employees.
Code of Conduct for the Queensland Public Service
Promoting ethical culture should be integrated into all SES activities including the planning, implementation and reporting
cycle through:
 Setting the strategic direction and managing priorities for achieving agency goals;
 Leading public service planning and manage performance at a whole-of-government level;
 Demonstrated commitment to the right way to do business, which will be critical to agency and employee successful
delivery of outcomes.
Guideline
www.ethics.qld.gov.au
26
Ethics &
Ethical
Decision
SES
Training Program – Facilitators’ Guide
Making
Related slides
35. Strategy in practice
36. Exploring Leadership
37. Discussion questions
38. Discussion question
39. Performance commitment
Guideline
Queensland Government Performance management Framework – A Guide for Executive Managers
Related resources
Agency resources
Incorporating Agency Focus
 Queensland Government Performance
Management Framework – A Guide for Executive  Agency values
Managers
 Agency Code of Conduct Standard
of Practice
 Agency policies and procedures
 Professional codes/ ethics/ values
 Occupational groupings: interests/
values
 Agency/ occupationally relevant
examples/ scenarios
www.ethics.qld.gov.au
27
Ethics &
Ethical
Decision
SES
Training Program – Facilitators’ Guide
Making
Topic 10: Conclusion
Objective
Core message
area
Instructions for
trainers
4. SES have committed to action as champions of ethical practice and culture within their agencies and across government
Leading ethical culture enhancement
Content and
discussion
Ethical culture is built through shared understanding and values and the reforms seek to promote positive expression of the
principles and values that underpin effective public service. Public service leaders have a key role in establishing the
benchmark for ethical culture in their agency.
Participants should explore how they can integrate ethical behaviour into their day to day activities. The Capability &
Leadership Framework can be used.
Ethics are not something to be brought out from time to time; acting with integrity is something Queenslanders expect from
the public servants at all times of every day.
What will it mean in your role to show conscious dedication to ethics, every day, in all things?
Identify how you will meet Capability and Leadership Framework, Capability 4: Displays personal drive & integrity
Related slides
40. Conclusion
Guideline
Related resources


Queensland Public Service Code of Conduct
Capability & Leadership Framework
www.ethics.qld.gov.au
Agency resources
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard
of Practice
28
Ethics &
Ethical
Decision
SES
Training Program – Facilitators’ Guide
Making




Guideline
www.ethics.qld.gov.au
Agency policies and procedures
Professional codes/ ethics/ values
Occupational Groupings: interests/
values
Agency/ occupationally relevant
examples/ scenarios
29
Ethics &
Ethical
Decision
SES
Training Program – Facilitators’ Guide
Making
List of Slides
Topic 1: Introduction
1. Cover slide
2. Conceptual framework: compliance or culture
3. Objectives
4. Introducing the framework
Topic 2: Strategy
5. Strategy
6. Integrity and accountability reforms
7. Reforms – strong rules
8. Reforms – strong culture
9. Reforms – strong scrutiny
10. Reforms – strong enforcement
Topic 3: Structure
11. Structure
12. Map of integrity regime
Topic 4: Culture
13. Culture
14. Public sector ethics principles
15. Principle 1 Integrity and impartiality
16. Principle 2 Promoting the public good
17. Principle 3 Commitment to the system of
government
18. Principle 4 Accountability and transparency
19. Ethics in practice – diagram
Topic 5: What happens when things go wrong –
ethical failure
20. What happens when things go wrong?
21. Ethical failure – Hurricane Katrina
22. Ethical failure – Reconstruction of Iraq
23. Ethical failure – the recurring themes
24. Insert agency example
Topic 6: Introduction to ‘in practice’ section
25. Putting the conceptual framework into practice
Topic 7: Structure in practice
26. Reform accountabilities for SES
27. Reform accountabilities for SES
28. Reform accountabilities – Code of Conduct
29. Reform accountabilities – Ethics training
Topic 8: Culture in practice
30. Culture in practice
31. Ethical standards in the public sector
32. Ethical decision-making
33. Ethical decision-making model – diagram
34. Ethics advice
Topic 9: Strategy in practice
35. Strategy in practice
36. Exploring Leadership
37. Discussion questions
38. Discussion question
39. Performance commitment
Topic 10: Conclusion
40. Conclusion
Guideline
www.ethics.qld.gov.au
30