3.1 Values and standards

Values also articulate the authority’s ideals and are influenced by the authority head’s expectations. Values may be expressed as a stand-alone statement and form part of an authority’s code of conduct.

Standards describe acceptable workplace behaviour and help guide the practical application of values. Standards are usually set in a code of conduct or similar. Together, values and standards govern the way officers behave, communicate and interact with others.

Why are values and standards important?

Values and standards help shape the authority’s culture. When values and standards are articulated and embedded, the workforce understands what the authority stands for, what is expected from everyone, and is more likely to make integrity based decisions and reinforce ‘walking the integrity talk’ by holding each other to account.

Ideas for good and better practice for values and standards

Good practice

• Set values that reflect the behaviours and actions needed to achieve the authority’s objectives with integrity.
• Make values practical. Provide examples of how they are demonstrated – “How would you know a value was being lived – what would you see?”
• Have a clear code of conduct and include consequences for non-compliance.
• Make the code of conduct memorable and actionable. Unduly long or complicated codes may be difficult for officers to navigate.
• Make sure ‘direction setting’ statements such as the mission and vision complement and are consistent with values and standards. Inconsistent messaging causes confusion.
• Embed values and standards to reinforce the basis for decisions across the authority, for example in strategic and operational planning, leadership training, customer service charters, complaints management and human resources processes.
• Promote values and standards in publications and online. Be clear to officers and external stakeholders what the authority stands for.
• Reference values in job advertisements and job descriptions to attract applicants with compatible values.
• In recruitment, test for an alignment between personal values and the authority’s values. When everyone identifies with the values and standards they are more likely to follow them. Those whose behaviours do not align are more obvious.
• Recognise and promote behaviours that align with values and standards. Do not reward questionable behaviours and practices that do not align with values and standards even if they appear to be getting the job done.

Better practice

• Look at performance processes to check if they promote or inhibit standards and values being met. Actions and initiatives related to values and standards need to pull in the same direction so the highest standards of behaviour are achieved.
• Measure if values are being demonstrated and standards are being met. Staff performance processes and workforce surveys are useful methods.
• Provide opportunities for leadership teams to openly and honestly discuss how values and standards are applied in practice. Generate solutions to address inconsistencies. These solutions can feed into the review and continuous improvement of the framework.