This chapter sets out the training provided and supported by the Ethics, Integrity and Professional Standards Section. It offers guidance on provision of conduct, ethics and fraud training at posts and state/territory offices.
Employees should contact the Ethics, Integrity and Professional Standards Section at conduct@dfat.gov.au if they require clarification on the contents of this Manual or if they are uncertain about the ethical implications of a proposed course of action.
4.1 Conduct, Ethics and Fraud Training in Canberra
APS Employees and Contractors
- The Essentials Suite – Integrity Essentials; and
- Annual Acknowledgement of Conflicts of Interest.
HOMs/DHOMs/SAOs/Heads of STOs Pre-Posting
- Face to Face Managing Post Operations Training.
- HOM Preparatory Program; and
- Any additional training may be required based on their posting.
4.1.1 The Essentials Suite is mandatory for all employees at induction, and once every 12 months thereafter. APS employees can enrol in the course via Lumi. Contractors with Lumi access and those issued with a security pass should complete the Essentials Suite training as soon as possible following their engagement with the Department and once every 12 months. The contract manager should arrange this training. In addition to the Essentials Suite, all employees are required to complete annual conflict of interest training as detailed in 5.2.1 of this Manual.
4.2 Conduct, Ethics and Fraud Training at Posts and State/Territory Offices
4.2.1 EES provides integrity training to state/territory offices and to Posts on an as needs basis.
4.3 Conduct and Ethics Training Tools
4.3.1 In addition to the policies and case studies contained in this Manual, the ReFLECT Model for Decision-Making (a system developed by the Australian Public Service Commission) is a tool that guides discussion on conduct and ethics issues.
The ReFLECT Model of Decision-Making
Re 1. Recognise a potential issue or problem
Ask yourself:
- Do I have a gut feeling that something is not right? Do I feel this is a risky situation?
Recognise the situation as one that may involve tensions:
- Between two or more parts of the relevant Code of Conduct; between the relevant Code of Conduct and personal values.
F 2. Find relevant information
Find the relevant information and gather the facts:
- What was the trigger and what are the circumstances? Identify the relevant legislation, policies and guidance; identify the rights and responsibilities of relevant stakeholders; identify any precedents or previous decisions.
L 3. Linger at the "Fork in the Road"
Linger at the "Fork in the Road"; pause to consult:
- Supervisors and managers; Ethics, Integrity and Professional Standards Section; respected colleagues or peers; or support services–remember privacy.
Talk it through; use intuition and analysis; listen and reflect.
E 4. Evaluate the options
Evaluate options; identify consequences; look at the processes:
- Identify the risks; discard unrealistic options; apply the accountability test–would the decision stand up to public scrutiny/independent review? be prepared to explain the reasons for your decision.
C 5. Come to a decision
Come to a decision:
- Act on it and make a record if necessary.
T 6. Take time to reflect
Take time to reflect and review:
- How did it turn out for all concerned? learn from your decision; if you had to do it all over again, what would you do differently?
The Australian Ethics Centre have produced a three-minute video, Ethical Decision Making, presenting a concise overview of the ‘Reflective practice’ model that provides a practicable approach to conscious decision making.