Ethics &
Ethical
Decision Making
Training Program – Facilitators’ Guide
Ethics training
Enhancing ethical culture through
ethical decision-making
www.ethics.qld.gov.au
Ethics &
Ethical
Decision Making
Training Program – Facilitators’ Guide
Contents
Purpose
Why the program was developed
How the program was developed
How to use this guide
Program Structure
The Topics:
The Objectives:
The Core Message Areas
Tools to support the program
Thanks and acknowledgment
Ethics Training Program Concept Map 1 of 2
Ethics Training Program Concept Map 2 of 2
Exploring ethics
What ethics are
Personal ethics
3
3
4
4
5
6
6
6
6
7
8
9
10
10
11
Why ethics are important in the public service
Why working ethically, as a Public Service Employee, is important
The Qld public sector ethics
Why these are the public sector ethics
How I can demonstrate ethical responsibility
Applying ethics
Recognising an ethical dilemma, risk or breach
Applying ethics to decisions and actions
Responding to ethical risks and breaches
Difficult questions
Seeking ethics advice
Committing to actions to demonstrate ethics
Power point slides and notes
Exploring ethics
Applying ethics
www.ethics.qld.gov.au
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14
15
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19
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Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
1 Purpose
This program has been developed by the Public Service Commission to support the government’s commitment for annual mandatory training in
ethical decision making. The program establishes key messages around the topics of exploring and applying ethics with a focus on the aspirational
nature of the public sector ethics principles.
2 Why the program was developed
On 6 August 2009, the Queensland Government released the 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 program of reform 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 and 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. 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.
Guideline
www.ethics.qld.gov.au
3
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
3 How the program was developed
This program was developed in consultation with Queensland public service agency representatives nominated through the Queensland Public
Sector Ethics Network. This approach has promoted a shared understanding of the messages to be communicated and contributed to development
of a flexible program structure to meet differing agency needs and circumstances.
4 How to use this guide
The program establishes public service ethics training objectives and core messages, which form a base package from which agencies will develop
training in ethical decision-making. This conceptual approach enables agencies to develop programs to meet their agency needs, while providing
consistency of message across the service.
In developing programs agencies should incorporate material that will assist participants to relate the core messages to their role and to meet the
program objectives, including:
 ensuring all essential core message areas are covered (see clarification below regarding essential and desirable core message areas),
 incorporating agency examples and materials that are relevant to the agency and the participants receiving the training,
 using those ideas from the core message content and discussion 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 exercise discretion in using material from the program and incorporating agency-specific material
to ensure that training will meet agency needs. It is not expected that trainers will use all the ideas from the core message content and discussion,
nor all the slides, resources or other materials referred to in this guide. Agencies may decide to combine some of the core message areas and/or
deliver them in a different order. Agencies may have other training programs that should incorporate objectives and materials from this program. To
be clear: this program is designed to be tailored and used flexibly to best assist an audience to meet the program objectives.
Guideline
www.ethics.qld.gov.au
4
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
5 Program Structure
The Program contains:
 Topics – 2 topics, exploring ethics and applying ethics, under which core messages are developed,
 Objectives – 6 learning outcomes for training participants,
 Core message areas – to implement the objectives and under which core content is developed,
 Rationale for core messages – explaining the purpose of the core messages
 Ethics trainers and advisors instructions – providing guidance about delivery of the core message
 Core message content and discussion – ideas to guide content for delivery of the core messages and program objectives,
 Related PowerPoint slides – these have been created for use in a variety of settings. It is not expected that agencies will use all slides,
rather presenters should pick the relevant slides for the audience they are delivering too. In addition, 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, and
 Resources for incorporating agency focus – indicates the types of documents that may be relevant for supporting agency-specific material.
Objectives and core message areas are categorised as either ‘essential’ or ‘desirable’.
 Essential items must be covered in agency training on ethical decision-making. (All non-shaded content is categorised as essential.)
 Desirable content (shown shaded) extends the program outcomes so that participants develop personal actions they will commit to in order
to show a conscious dedication to ethics in their day to day work. This content can be used to enhance ethical culture and support
implementation of ethics actions in Public Service Employee’s performance agreements.
Guideline
www.ethics.qld.gov.au
5
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
5.1
The Topics:
 Exploring ethics
 Applying ethics
5.2






The Objectives:
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role.
Public Service Employees identify ethical dilemmas, risks and breaches at work.
Public Service Employees can apply public sector ethics principles to ethical dilemmas.
Public Service Employees are able to respond appropriately to ethical risks and breaches.
Public Service Employees can access appropriate sources of advice for dealing with ethical issues.
Public Service Employees identify actions they will commit to in order to uphold public sector ethics in their day to day work.
.
5.3
The Core Message Areas
The core message areas are presented in ethics program concept maps. Each core message area is explored in further detail in “rationale
for core message’ and the ‘core message content and discussion’ in more detail, including lists of slides and resources relevant to this core
message area.
6 Tools to support the program




Guideline
Ethics training program concept maps (2) – mapping the relationship between program objectives, topics and core message areas
Core message area detail – including ‘core message content and discussion’, list of related PowerPoint slides, service-wide resources and
resources to incorporate agency focus
PowerPoint slides and notes
Promotional material – poster, card.
www.ethics.qld.gov.au
6
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
7 Thanks and acknowledgment
Thanks and acknowledgement are due to members of the Queensland Public Sector Ethics Network and their nominees to the Queensland Public
Sector Ethics Network Training Community of Practice, comprising representatives from the following agencies (in alphabetical order):
 Crime and Misconduct Commission
 Department of Public Works
 Department of Communities
 Department of Transport and Main Roads
 Department of Community Safety
 Integrity Commissioner
 Department of Employment, Economic Development and
 Office of the Information Commissioner
Innovation
 Queensland Audit Office
 Department of Education and Training
 Queensland Health
 Department of Environment and Heritage
 Queensland Ombudsman
 Department of Infrastructure and Planning
 Queensland Police Service
 Department of Justice and Attorney-General
 Queensland Treasury
 Department of Premier and Cabinet
Guideline
www.ethics.qld.gov.au
7
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Ethics Training Program Concept Map 1 of 2
Topic
Exploring
ethics
Objective
Public Service Employees
demonstrate an understanding
of how public sector ethics
relate to their role
Core message area
What ethics are
Personal ethics
Why ethics are important
in the public service
Why working ethically,
as a Public Service
Employee, is important
The Qld public sector
ethics.
Why these are the public
sector ethics principles
How I can demonstrate
ethical responsibility
Guideline
Rationale for core message
This program aims to enhance public service ethical culture through
employee behaviour and decision making. While clarification of required
behaviour is important (as explored in Code of Conduct training), ethical
culture is built through shared understanding and values. Our understanding
of ethics and their relevance to serving the public is the foundation for
putting ethics into practice.
Although different people have different ethics and values, we all do have
ethics and values. This program explores public sector ethics, the reasons
for particular ethical principles being adopted, and how the ethical principles
guide our behaviour in providing public services.
Our commitment to public sector ethics is enhanced when we understand
how public sector ethics principles relate to the fundamental function and
structures of the public service. The fact that our role is to serve the people
of Qld, and public money is used for us to do this, creates an obligation,
which is confirmed in legislation, for us to act ethically.
Each of us, at every level, contributes to the integrity and accountability of
the public service and we can all demonstrate ethical leadership in how we
perform our role. There are many positive reasons to work in public service
and to aspire to upholding the highest ethical standards.
To uphold public sector ethics we need to know what they are and what
they mean; we need to understand the values that underpin an effective
public sector.
Our understanding of the public sector ethics is enhanced by understanding
why these ethics are relevant to serving the public and have been identified
as the Queensland public sector ethics principles.
To understand our ethical responsibilities we need to understand how public
sector ethics are relevant to the work of our agency and our roles and also
to explore and reinforce this at an aspirational level by looking at how our
roles contribute to outcomes for Queenslanders, and how this is supported
by acting ethically, or impacted by unethical behaviour.
www.ethics.qld.gov.au
8
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Ethics Training Program Concept Map 2 of 2
Topic
Applying
ethics
Guideline
Objective
Public Service Employees
are able to identify ethical
dilemmas, risks and
breaches at work
Core message area
Recognising an ethical
dilemma, risk or breach
Public Service Employees
are able to apply public
sector ethics principles to
ethical dilemmas
Applying ethics to
decisions and actions
Public Service Employees
are able to respond
appropriately to ethical risks
and breaches
Responding to ethical
risks and breaches
We need to know what our responsibilities are and how reporting of breaches
will be managed to be comfortable to report concerns.
Difficult questions
We need to develop our skills in resolve difficult questions, where these arise in
training, facilitators should model dealing with ethical dilemmas.
To deal with ethical dilemmas we need to base our actions on ethical
considerations rather than necessarily relying on workplace practices. We need
to know who can help us think through what we should do and identify
appropriate sources of advice, rather than sources who will reinforce negative
norms.
Public Service Employees
are able to access
appropriate sources of
advice for dealing with
ethical issues
Seeking ethics advice
Public Service Employees
identify actions they will
commit to in order to uphold
public sector ethics in their
day to day work
Committing to actions
to demonstrate ethics
Rationale for core message
Any work environment and role has risks: situations in which there are
opportunities and temptations to act unethically. These situations may be
created or affected by unwritten norms, practices and ‘rules’, both positive and
negative, that operate in the workplace. We need to understand the risks and
norms before we encounter ethically challenging situations, so that when we do,
we are clearer about what we ought to do.
Ethical decision making is not just about applying rules. Increasingly we are
asked to decide what should be done, to make our own decision, in situations
where the answer is not clear. The public sector ethics principles can assist us
to identify what the right thing to do is.
Participants should explore how they can integrate ethical behaviour into their
day to day activities. The Capability & Leadership Framework can be used.
Activities around this message area can feed into team and individual planning.
www.ethics.qld.gov.au
9
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Exploring ethics
Objective
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role
Core message area
What ethics are
Ethics Trainers & Advisors Instructions
To understand why ethics are important, we need to know what they are. Explore this with participants, getting them to identify what they think ethics are and
forming a shared understanding of ethics. The following ideas may be a useful starting point for discussion.
Core message content and discussion
To understand why ethics are important, we need to know what they are. Essentially, ethics can be defined as a means of answering the question: (in this
situation) ‘What should I do?’ Behaving ethically can then be defined as ‘doing the right thing’.
Sometimes it is clear what we should do, in these situations being ethical is about choosing to do the right thing. As public service employees we have legislation,
policy and procedures that usually determine what is required of us.
However sometimes what we should do is less clear; in these situations being ethical is about exercising judgement and identifying the right thing to do, given all
the circumstances. The Public Sector Ethics Act 1994 (the PSEA) provides us with guidance in these situations by setting out the principles and values that we
must take into account in deciding what the right thing to do is.
There are many different approaches to answering the question ‘what should I do?’ Some of the key approaches are:
 Utilitarian Approach - identifying which action will result in the most good and least harm
 Rights Based Approach - identifying which action most respects the rights of everyone involved
 Fairness or Justice Approach- identifying which action treats most people fairly
 Common Good Approach - identifying which action contributes most to the quality of life of the people affected
 Virtue Approach - identifying which action embodies the character strengths you value
Source of this summary: QHealth- ethical decision making model
It may be that different approaches are needed in different circumstances and that a combination of these approaches is appropriate in others.
Related Power Point Slides
1. what is the right thing to do?
2. Exploring ethics - program objective
Guideline
www.ethics.qld.gov.au
10
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Exploring ethics
Objective
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role
Core message area
Personal ethics
Ethics Trainers & Advisors Instructions
Understanding our own values and where they come from can help us understand the nature of ethics, and also allow us to draw a distinction between our
personal ethics and those we must abide by as public service employees. Assist participants to explore their own ethical values and to understand that values are
not universal/ not constant all the time in all circumstances, but that we do all have principles and values that are important to us. The following ideas may be a
useful starting point for discussion.
Core message content and discussion
All of us have ethics, principles and values about the right way to behave, that are important to us. Sometimes these are identified when another person does not
behave the way we think they should and so we find their behaviour rude, offensive, barbaric or worse. There are many principles and values that are broadly
shared, such as prohibitions against killing other people, but even this value is not universal in all situations. Our ethics are learned so they differ from individual to
individual and are affected by our family, religion, culture, schooling, professional obligations and social networks etc.
Working with and for other people will regularly put us in situations where our ethics can be challenged and in situations where we need to behave appropriately.
The Public Service Ethics Act/ Code of Conduct provides guiding principles of ethical behaviour as a public service employee. The Code of Conduct clarifies the
actions we must take when there is a conflict between our public service ethics and our professional codes of ethics (for example as health care professionals or
as lawyers), or with our personal beliefs or opinions:
(a) always disclose a personal interest that could, now or in the future, be seen as influencing the performance of our duties. This will be done in accordance
with our agency policies and procedures
(b) actively participate with our agency in developing and implementing resolution strategies for any conflict of interest, and
(c) ensure that any conflict of interest is resolved in the public interest.
Code of Conduct for the Queensland Public Service
Related Power Point Slides
Related Resources for Ethics Trainers &
Incorporating Agency Focus
Advisors
3. what are my ethics?/ what
 Agency values
are my ethics based on?
 Code of Conduct for the Queensland Public
 Agency Code of Conduct Standard of Practice
Service
 Professional Codes/ Ethics/ Values
 Occupational Groupings: interests/ values
 Agency/ occupationally relevant examples/ scenarios
 Agency sources of information and advice
Guideline
www.ethics.qld.gov.au
11
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Exploring ethics
Objective
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role
Core message area
Why ethics are important in the public service
Ethics Trainers & Advisors Instructions
Our commitment to public sector ethics can be enhanced by understanding how public sector ethics principles relate to the fundamental function and structures of the public
service. This core message area gets to the heart of the values that underpin effective public service. The following ideas may be a useful starting point for discussion.
Core message content and discussion
Peter Shergold AM, former Public Service Commissioner Australian Public Service argues that the nature of the public service make 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?)
Source: P Shergold: Ethics and the Changing Nature of Public Service, 1996
As the public service is funded by public money to implement the will of the people, as expressed by their elected representatives, public service employees have an
obligation to behave ethically. An obligation is confirmed in legislation, including in the Public Service Act 2008 and the Public Sector Ethics Act 2004. (see diagram on slide
19 How is the public good determined?)
The government also 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.
Source: Government Response to Integrity and Accountability in Queensland 2009
Related Power Point Slides
4. why are ethics important?/ why should you
act ethically?/ how important are ethics in the
public service?
5. Government focus on ethics – integrity &
accountability review – 4 key principles
Guideline
Related Resources for Ethics Trainers & Advisors
 Government Response to Integrity and
Accountability in Queensland 2009
 DVD: Welcome; an introduction to the Queensland
Government (for Queensland Government
Employees, available from your agency HR or
www.ethics.qld.gov.au
Incorporating Agency Focus
 Agency values
 Professional Codes/ Ethics/ Values
 Occupational Groupings: interests/ values
 Agency/ occupationally relevant examples/ scenarios
12
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
6. Government focus on ethics – key principle
strong rules
7. Government focus on ethics – key principle
strong culture
8. Government focus on ethics – key principle
strong scrutiny
9. Government focus on ethics – key principle
strong enforcement
10. Ethics in practice - diagrammatic
representation
Guideline




Public Service Commission Leadership &
Development)
Strong Rules: Dir 22/09 Gifts & Benefits
Strong Rules/ Scrutiny: Integrity Act 2009
Strong Culture/ Enforcement: Public Interest
Disclosure Act 2010
http://www.premiers.qld.gov.au/government/howgovernment-works.aspx
www.ethics.qld.gov.au
13
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Exploring ethics
Objective
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role
Core message area
Why working ethically, as a Public Service Employee, is important
Ethics Trainers & Advisors Instructions
Each of us, at every level, contributes to the integrity and accountability of the public service and we can all demonstrate ethical leadership in how we perform our role.
There are many positive reasons to work in public service and to aspire to upholding the highest ethical, and these should be explored with participant, drawing out how
they get satisfaction from their roles. The following ideas may be a useful starting point for discussion.
Core message content and discussion
Many public service employees identify positively with the idea of public service. The Queensland Government ‘Making a Difference’ recruitment drive was built on this.
Additionally this feeling of service is important in many professional and occupational groups. Positive experiences as a public service employee may include:
 Making a difference for Queenslanders
 Using public resources for the public good
 Building trust & credibility in the public service and in our roles, and
 Professional pride
Ethics is the way we do our public service business of delivering government priorities to delivering outcomes for Queenslanders (see the diagram on slide 10 Ethics in
practice). Making decisions ethically is one way of demonstrating this.
Related Power Point Slides
4. why are ethics important?/ why should you act ethically?/ how
important are ethics in the public service?
5. Government focus on ethics – integrity & accountability
review – 4 key principles
6. Government focus on ethics – key principle strong rules
7. Government focus on ethics – key principle strong culture
8. Government focus on ethics – key principle strong scrutiny
9. Government focus on ethics – key principle strong
enforcement
10. Ethics in practice - diagrammatic representation
11. Government focus on ethics – key principle strong culture –
mandatory annual training in ethical decision-making
Guideline
Related Resources for Ethics Trainers & Advisors

Government Response to Integrity and Accountability in
Queensland 2009

Code of Conduct for the Queensland Public Service

DVD: Welcome; an introduction to the Queensland
Government (for Queensland Government Employees,
available from your agency HR or Public Service
Commission Leadership & Development)

Strong Rules: Dir 22/09 Gifts & Benefits

Strong Rules/ Scrutiny: Integrity Act 2009

Strong Culture/ Enforcement: Public Interest Disclosure Act
2010
www.ethics.qld.gov.au
Incorporating Agency Focus

Agency values

Professional Codes/ Ethics/ Values

Occupational Groupings: interests/
values

Agency/ occupationally relevant
examples/ scenarios
14
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Exploring ethics
Objective
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role
Core message area
The Qld public sector ethics
Ethics Trainers & Advisors Instructions
To uphold public sector ethics we need to know what the public sector ethics are and what they mean. Explore the meaning of the principles and values. The
following ideas may be a useful starting point for discussion.
Core message content and discussion
Explore the Public Sector Ethics Act 1994 (PSEA) principles and the underpinning values for each principle and clarify their meaning for example:
 Integrity and impartiality
- truthful, fair and honest and not prejudiced, unbiased, and just,
 Promoting the public good
- actions that benefit the people of Queensland as a whole
 Commitment to the system of government
- the government elected by the people and the laws and institutions (public service and courts)
 Accountability and transparency
- act responsibly so our actions and decisions can be explained and are open and candid so our actions and decisions can be easily understood
Public sector ethics and personal ethics are not always the same and public sector ethics must be abided by at work
Related Power Point Slides
12. Public Sector Ethics Act 1994 – the four ethics principles on one
slide
13. Integrity & impartiality – why this is a public sector ethics
principle
14. Integrity & impartiality - + supporting values
15. Integrity & impartiality – exploring its meaning
16. Promoting the public good - why this is a public sector ethics
principle
17. Promoting the public good - + supporting values
18. Promoting the public good - exploring its meaning
Guideline
Related Resources for Ethics Trainers &
Advisors
 Public Sector Ethics Act 1994
 Code of Conduct for the Queensland Public
Service
 DVD: Welcome; an introduction to the
Queensland Government (for Queensland
Government Employees, available from your
agency HR or Public Service Commission
Leadership & Development)
www.ethics.qld.gov.au
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard of
Practice
 Agency Policy and Procedures
 Professional Codes/ Ethics/ Values
 Occupational Groupings: interests/
values
 Agency/ occupationally relevant
examples/ scenarios
15
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
19. Promoting the public good – diagrammatic representation
20. Commitment to the system of government - why this is a public
sector ethics principle
21. Commitment to the system of government – + supporting values
22. Commitment to the system of government – exploring its
meaning
23. Accountability & transparency - why this is a public sector ethics
principle
24. Accountability & transparency – + supporting values
25. Accountability & transparency - exploring its meaning
Guideline
www.ethics.qld.gov.au
16
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Exploring ethics
Objective
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role
Core message area
Why these are the public sector ethics
Ethics Trainers & Advisors Instructions
Our understanding of the public sector ethics is enhanced by understanding why these ethics are relevant to serving the public and have been identified as the
Queensland public sector ethics principles. Statements in the Public Sector Ethics Act 1994 linking the principles to the values (paraphrased below) explain the
principles. The following ideas may be a useful starting point for discussion.
Core message content and discussion
Explore the Public Sector Ethics Act 1994 (PSEA) principles and the underpinning values for each principle and clarify their meaning for example:
 Integrity and impartiality
- because: public office involves a public trust, public sector entities seek to promote public confidence in the integrity of the public service
 Promoting the public good
- because: the public sector is the mechanism through which elected representatives of the people deliver programs and services for the benefit of the people of
Qld
 Commitment to the system of government
- because: public sector entities have a duty to uphold the system of govt and the laws of the State, Commonwealth and local government
 Accountability and transparency
- because: public trust in public office requires high standards of public administration
This message reinforces earlier messages about our responsibilities as public service employees, providing positive explanation for the public sector ethics principles
that have been adopted.
Related Power Point Slides
12. Public Sector Ethics Act 1994 – the four ethics principles on one
slide
13. Integrity & impartiality – why this is a public sector ethics principle
14. Integrity & impartiality - + supporting values
15. Integrity & impartiality – exploring its meaning
16. Promoting the public good - why this is a public sector ethics
principle
17. Promoting the public good - + supporting values
Guideline
Related Resources for Ethics Trainers &
Advisors
 Public Sector Ethics Act 1994
 DVD: Welcome; an introduction to the
Queensland Government (for Queensland
Government Employees, available from your
agency HR or Public Service Commission
Leadership & Development)
www.ethics.qld.gov.au
Incorporating Agency Focus
 Agency values
 Professional Codes/ Ethics/ Values
 Occupational Groupings: interests/
values
 Agency/ occupationally relevant
examples/ scenarios
17
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
18. Promoting the public good - exploring its meaning
19. Promoting the public good – diagrammatic representation
20. Commitment to the system of government - why this is a public
sector ethics principle
21. Commitment to the system of government – + supporting values
22. Commitment to the system of government – exploring its meaning
23. Accountability & transparency - why this is a public sector ethics
principle
24. Accountability & transparency – + supporting values
25. Accountability & transparency - exploring its meaning
Guideline
www.ethics.qld.gov.au
18
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Exploring ethics
Objective
Public Service Employees demonstrate an understanding of how public sector ethics relate to their role
Core message area
How I can demonstrate ethical responsibility
Ethics Trainers & Advisors Instructions
To understand our ethical responsibilities we need to understand how the public sector ethics are relevant to the work of our agency and our roles. We also need to
explore and reinforce this at an aspirational level by looking at how our roles contribute to outcomes for Queenslanders, and how this is supported by acting ethically, or
impacted by unethical behaviour. Assist participants to do this; the ideas and questions below may be a good starting point for discussion. Use agency and
occupationally specific examples to put the principles and values into context.
Core message content and discussion
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?
What does doing the right thing mean in your role, for example:
 What types of situations do you have to choose to do the right thing? and
 What types of situations do you have to work out what the right thing to do is?
Related Power Point Slides
26. How will you demonstrate ethical responsibility at work?
Guideline
Related Resources for Ethics Trainers & Advisors
 Public Sector Ethics Act 1994
 Code of Conduct for the Queensland Public Service
 DVD: Welcome; an introduction to the Queensland
Government (for Queensland Government
Employees, available from your agency HR or
Public Service Commission Leadership &
Development)
www.ethics.qld.gov.au
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard of Practice
 Agency Policy and Procedures
 Professional Codes/ Ethics/ Values
 Occupational Groupings: interests/ values
 Agency/ occupationally relevant examples/
scenarios
 Agency sources of information and advice
19
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Applying ethics
Objective
Public Service Employees are able to identify ethical dilemmas, risks and breaches at work
Core message area
Recognising an ethical dilemma, risk or breach
Ethics Trainers & Advisors Instructions
Any work environment and role has risks: situations in which there are opportunities and temptations to act unethically and workplace practices and norms that may
encourage unethical behaviour or wrongdoing. Assist participants to identify the risks and norms, positive and negative, in their environment and how they will respond to
them. The following ideas may be a useful starting point for discussion.
Use short agency and occupationally relevant examples and case studies to explore choosing to do the right thing. It may be helpful to re-focus on the ethics principles
and values and their meaning, to assist participants to identify the impact of inappropriate actions, for example on the public trust in the public service. Assist participants
in identifying appropriate sources of advice.
Core message content and discussion
Any work environment and role has risks: situations in which there are temptations to act unethically. These situations may be created or affected by norms (practices
and unwritten rules), both positive and negative, that operate in the workplace. We need to identify and acknowledge the risks and norms before we are in ethically
challenging situations, so that when we are in them, we are clearer about what we ought to do.
There will be situations in which it is clear what we should do, but there other situations where it is less clear. It may help understanding to distinguish between
 moral temptations: when the right answer is a matter of identifying law or policy, and
 ethical dilemmas: when there is a continuum of right (or wrong) answers; the situation is not clear cut and the ethics principles must be balanced
Source: Rushworth M Kidder in speech by Annwyn Godwin, APS Merit Protection Commissioner
Related Power Point Slides
27. Applying ethics - program objectives
28. Recognising ethics dilemmas & risks
Guideline
Related Resources for Ethics Trainers & Advisors

Public Sector Ethics Act 1994

Code of Conduct for the Queensland Public Service

DVD: Welcome; an introduction to the Queensland
Government (for Queensland Government Employees,
available from your agency HR or Public Service
Commission Leadership & Development)

Strong Rules: Dir 22/09 Gifts & Benefits

Strong Rules/ Scrutiny: Integrity Act 2009

Strong Culture/ Enforcement: Public Interest Disclosure
Act 2010
www.ethics.qld.gov.au
Incorporating Agency Focus

Agency values

Agency Code of Conduct Standard of Practice

Agency Policy and Procedures

Professional Codes/ Ethics/ Values

Occupational Groupings: interests/ values

Agency/ occupationally relevant examples/ scenarios

Agency sources of information and advice
20
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Applying ethics
Objective
Public Service Employees are able to apply public sector ethics principles to ethical dilemmas
Core message area
Applying ethics to decisions and actions
Ethics Trainers & Advisors Instructions
Ethical decision making is not just about applying rules. Increasingly we are asked to decide what should be done, to make our own decision, 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.
Participants will be working through ethical dilemmas. For this to be effective, 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
 assist participants to identify appropriates sources of advice.
Related Power Point Slides
29. Applying ethics to dilemmas - overview
30. Applying ethics to dilemmas – ethically
testing decisions
31. 1,2,3. GO ethical decision making tool
32. 1,2,3. GO – 1. Throughout your decision
33. 1,2,3. GO – 2. filling the GAP in your
knowledge
34. 1,2,3. GO – 3. GOT it sorted… then
35. 1,2,3. GO – ACT on your decision
Guideline
Related Resources for Ethics Trainers & Advisors
 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
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard of Practice
 Agency Policy and Procedures and Decision-Making
Models
 Professional Codes/ Ethics/ Values
 Occupational Groupings: interests/ values
 Agency/ occupationally relevant examples/ scenarios
 Agency sources of information and advice
21
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Applying ethics
Objective
Public Service Employees are able to respond appropriately ethical risks and breaches
Core message area
Responding to ethical risks and breaches
Ethics Trainers & Advisors Instructions
A robust integrity and accountability system requires ethical risks and breaches to be reported. We need to know what our responsibilities are, and how reporting of
breaches will be managed, to be comfortable to report concerns. Focus discussion on practical information about where to go for information, support or to report an
issue. Provide agency information and external options. Include information about obligations regarding official misconduct and public interest disclosures. The Code of
Conduct as an aspirational document sets an exemplary tone in this regard:
The Code of Conduct describes how we will conduct ourselves in delivering services to the Queensland community:
 We are committed to upholding the intention and spirit of the principles and values.
 We take personal responsibility to uphold this Code and demonstrate the principles and values of the Public Sector Ethics Act 1994 by the way we perform our
duties.
 We can all demonstrate ethical leadership in how we perform our role, and is a statement of our commitment to the people of Queensland, their elected
representatives and our colleagues.
 As well as upholding the principles, values and complying with standards of conduct set out in this Code, we will also comply with all relevant legislation,
awards, certified agreements, subsidiary agreements, directives, whole-of-government policies and standards. We will also adhere to the policies, organisational
values and organisational documents of our employing agency.
 As part of demonstrating our commitment to uphold this Code, we need to identify and report conduct that is not consistent with this Code.
Managers have a responsibility to make fair, transparent and consistent decisions regarding any allegations of behaviour that does not uphold this Code.
Agencies will support employees who report genuine concerns of wrongdoing and manage any reports of suspected wrongdoing in a fair, transparent and consistent
manner.
Source: Code of Conduct for the Queensland Public Service
Related Power Point Slides
36. Responding to ethics risks and breaches
Guideline
Related Resources for Ethics Trainers & Advisors

Public Sector Ethics Act 1994

Code of Conduct for the Queensland Public Service

Public Interest Disclosure Act 2010

Crime and Misconduct Commission Integrity Framework
www.ethics.qld.gov.au
Incorporating Agency Focus

Agency values

Agency Code of Conduct Standard of Practice

Agency Policy and Procedures

Professional Codes/ Ethics/ Values

Agency/ occupationally relevant examples/ scenarios

Agency sources of information and advice
22
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Applying ethics
Objective
Public Service Employees are able to respond appropriately ethical risks and breaches
Core message area
Difficult questions
Ethics Trainers & Advisors Instructions
Questions will arise and will need working through. Trainers need to have a view: talk to people and use agency experience to identify and prepare for likely questions.
Work through questions with participants to model dealing with ethical dilemmas. Questions that arise in training sessions should be recorded and refined for future
delivery.
The three issues that are discussed in the content have been identified in developing this program, and can be used where they are relevant to a particular audience.
Core message content and discussion
What if the law is wrong?
 Review the legislation, is the issue how the law has been interpreted, or the law itself?
 Raise the need for policy change or legislative amendment through your agency’s processes.
 If there is agreement that changes are needed, seek advice about what should be done with your decision.
What if you don't agree with a direction or decision ?
 Discuss your concerns with someone you respect.
 Under the Code of Conduct you must comply with all reasonable and lawful work instructions, whether or not you personally agree with a given policy direction.
 You can refuse directions that are unreasonable or unlawful. Seek advice from someone whose opinion you value, who is honest and straightforward, before taking
this step.
What if you think a decision or action is not in the public interest?
 You may need to consider making a public interest disclosure: providing information to an appropriate organisation about wrongdoing in the public sector
 Seek advice from someone whose opinion you value who is honest and straightforward, before you make a public interest disclosure.
Related Power Point Slides
37. Difficult questions – what if the law is wrong?
38. Difficult questions – what if you don’t agree with a
direction or decision?
39. Difficult questions – what if you think a decision or
action is not in the public interest?
Guideline
Related Resources for Ethics Trainers & Advisors
 Ethics Advisory Service: www.ethics.qld.gov.au
 Public Interest Disclosure Act 2010
www.ethics.qld.gov.au
Incorporating Agency Focus
 Agency Code of Conduct Standard of Practice
 Agency Policy and Procedures
 Agency/ occupationally relevant examples/
scenarios
 Agency sources of information and advice
23
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Applying ethics
Objective
Public Service Employees are able to access appropriate sources of advice for dealing with ethical issues
Core message area
Seeking ethics advice
Ethics Trainers & Advisors Instructions
To deal with ethical dilemmas we need to base our actions on ethical considerations. We need to know who can help us think through what we should do and identify
appropriate sources of advice, rather than sources who will reinforce negative norms. Assist participants to identify appropriate sources of advice. Internal & external
sources of advice & information. The following ideas may be a useful starting point for discussion.
Core message content and discussion
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.
7.1.1



What to consider when getting advice
Collective knowledge and experience may help you make a more considered decision or you may need expert or legal advice.
Review the issues and your options with someone you respect: ensure you are seeking advice from someone who will tell you what you NEED to hear, rather
than what you want to hear.
Keep your manager informed.
Potential sources of advice:
 Internal – your supervisor, manager, work unit, branch, ethics or human resources or legal areas.
 External – Unions, employee assistance programs, legal advisors and certain agencies (see slide 41).
Be mindful of privacy issues and maintain confidentiality.
PSC Ethics Decision-Making – Guidelines for Ethics Practitioners
Related Power Point Slides
40. Seeking advice
41. Seeking advice – sources of advice
Guideline
Related Resources for Ethics Trainers & Advisors
 Ethics Advisory Service: www.ethics.qld.gov.au
www.ethics.qld.gov.au
Incorporating Agency Focus
 Agency/ occupationally relevant examples/
scenarios
 Agency sources of information and advice
24
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
Topic
Applying ethics
Objective
Public Service Employees identify actions they will commit to in order to uphold public sector ethics in their day to day work
Core message area
Committing to actions to demonstrate ethics
Ethics Trainers & Advisors Instructions
Participants should explore how they can integrate ethical behaviour into their day to day activities. The Capability & Leadership Framework can be used. Explore the
Code of Conduct values and standards of conduct in the context of agency/ occupationally relevant examples, risks and norms identified and against the Capability and
Leadership Framework. Activities around this message area can feed into team and individual planning. The following ideas may be a useful starting point for
discussion.
Core message content and discussion
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?
What does doing the right thing mean in your role, for example:
 What types of situations do you have to choose to do the right thing? and
 What types of situations do you have to work out what the right thing to do is?
Identify how you will meet CLF Capability 4: Displays personal drive & integrity
Related Power Point Slides
42. How will you demonstrate ethical
responsibility at work?
Guideline
Related Resources for Ethics Trainers & Advisors
 Public Sector Ethics Act 1994
 Code of Conduct for the Queensland Public Service
 Capability & Leadership Framework
 DVD: Welcome; an introduction to the Queensland Government
(for Queensland Government Employees, available from your
agency HR or Public Service Commission Leadership &
Development)
 Directive 22/09 Gifts & Benefits
 Integrity Act 2009
 Public Interest Disclosure Act 2010
www.ethics.qld.gov.au
Incorporating Agency Focus
 Agency values
 Agency Code of Conduct Standard of Practice
 Agency Individual Performance System
 Agency/ occupationally relevant examples/
scenarios
 Agency sources of information and advice
25
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
8 Power point slides and notes
8.1
Exploring ethics
What are ethics
1. what is the right thing to do?
2. Exploring ethics - program objective
Personal ethics
3. what are my ethics?/ what are my ethics based on?
Why are ethics in the public service important? and Why is working
ethically, as a public servant, important? – core messages combined
in slides
4. why are ethics important?/ why should you act ethically?/ how
important are ethics in the public service?
5. Government focus on ethics – integrity & accountability review –
4 key principles
6. Government focus on ethics – key principle strong rules
7. Government focus on ethics – key principle strong culture
8. Government focus on ethics – key principle strong scrutiny
9. Government focus on ethics – key principle strong enforcement
10. Ethics in practice
11. Government focus on ethics – key principle strong culture –
mandatory annual training in ethical decision-making
What are the Qld public service ethics? and Why are these public
service ethics? – core messages combined in slides
12. Public Sector Ethics Act 1994 – the four ethics principles on one
slide
13. Integrity & impartiality – why this is a public sector ethics principle
14. Integrity & impartiality - + supporting values
15. Integrity & impartiality – exploring its meaning
16. Promoting the public good - why this is a public sector ethics
principle
17. Promoting the public good - + supporting values
18. Promoting the public good - exploring its meaning
19. Promoting the public good – diagrammatic representation
20. Commitment to the system of government - why this is a public
sector ethics principle
21. Commitment to the system of government – + supporting values
22. Commitment to the system of government – exploring its
meaning
23. Accountability & transparency - why this is a public sector ethics
principle
24. Accountability & transparency – + supporting values
25. Accountability & transparency - exploring its meaning
How do I demonstrate ethical responsibilities?
26. How will you demonstrate ethical responsibility at work?
Guideline
www.ethics.qld.gov.au
26
Ethics &
Ethical
Decision
Training
Making Program – Facilitators’ Guide
8.2
Applying ethics
27. Applying ethics - program objectives
Difficult questions
37. Difficult questions – what if the law is wrong?
38. Difficult questions – what if you don’t agree with a direction or
decision
39. Difficult questions – what if you think a decision or action is not in
the public interest
Recognising an ethical dilemma, risk or breach
28. Recognising an ethical dilemma, risk or breach
Applying ethics to decisions and actions
29. Applying ethics to dilemmas - overview
30. Applying ethics to dilemmas – ethically testing decisions
31. 1,2,3. GO ethical decision making tool
32. 1,2,3. GO – 1. Throughout your decision
33. 1,2,3. GO – 2. filling the GAP in your knowledge
34. 1,2,3. GO – 3. GOT it sorted… then
35. 1,2,3. GO – ACT on your decision
Seeking ethics advice
40. Seeking advice
41. Seeking advice – sources of advice
Committing to actions to demonstrate ethics
42. How will you demonstrate ethical responsibility at work
Responding to ethical risks and breaches
36. Responding to ethics risks and breaches
Guideline
www.ethics.qld.gov.au
27