Unit of competency Outline

Date retreived
22/07/2026 3:11 PM AWST

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Lead and influence ethical practice in the public sector

Lead and influence ethical practice in the public sector

Unit of competency
National Code
PSPETHC701A
State Code
C7989
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
08/07/2014
Field of Education
080313 - Public And Health Care Administration
Original Release Date
08/07/2014
Nominal Hours
60
Description
This unit covers ethical leadership and responsibility for influencing ethical practice in the public sector. It includes embodying and modelling public service values, embedding ethical practice into the organisation's culture and processes and promoting ethical leadership and decision making at all levels of the organisation.In practice, ethical conduct is demonstrated in the context of other generalist or specialist work activities such as managing client services, managing financial resources, providing strategic HR services, managing regulatory compliance, managing contracts etc.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Embody and model public service values
  • 1.1 Personal dealings within and on behalf of the organisation are used to consistently demonstrate a commitment to the professionalism, ethical values and principles of public service.
  • 1.2 A high level of expertise related to public sector ethics and standards is developed and maintained in accordance with current legislation and guidelines.
  • 1.3 Complex ethical matters are interpreted and advice is provided to resolve them in accordance with legislative requirements and public sector standards.
  • 1.4 The reporting of suspected unethical conduct is encouraged, dealt with in a confidential manner and acted on promptly in accordance with public sector standards and organisational policy and procedures.
2. Embed ethical practice into the organisation's culture and processes
  • 2.1 Strengths, weaknesses and threats to ethical conduct in the organisation are identified through analysis of state, national and international trends, and strategies are developed to act on them in accordance with legislative requirements.
  • 2.2 Management and accountability structures in the organisation are analysed against public sector standards, and strategies put in place to ensure continuous improvement.
  • 2.3 Development/review of policy and organisational processes is influenced to include and address ethical considerations in accordance with public sector standards.
  • 2.4 Frameworks for ethical decision making and policy setting are developed and promoted in accordance with public sector standards.
  • 2.5 Policies and procedures are analysed/designed to allow individuals to safely report breaches of ethical conduct and for remedying breaches of ethical conduct.
3. Promote ethical leadership and decision making at all levels of the organisation
  • 3.1 Dialogue on organisational values and ethics is fostered with and between staff to develop a strong understanding of and commitment to public sector standards.
  • 3.2 Leadership and guidance are provided to empower individuals and the organisation to address ethical issues in accordance with legislative requirements and public sector standards.
  • 3.3 Organisational patterns, trends and issues that require ethical consideration by managers and staff are identified and referred for action.
  • 3.4 Leadership programs that promote ethical and values-based behaviour are promoted and supported according to organisational requirements and the individual needs and capabilities of staff.
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
Professionalism may include:
ethical conduct
commitment
diligence
courtesy
respect for others
able to withstand external scrutiny
Ethical values and principles may include:
respect for the law
integrity
objectivity
accountability
honesty
openness
responsibility
impartiality
reliability
diligence
trustworthiness
respect for persons
responsible care
Legislation and guidelines may include:
legislation for public sector management
freedom of information legislation
privacy legislation
equal employment opportunity and anti-discrimination law
public sector standards
Ministerial directions
government policy
legal precedents
State/Territory/Commonwealth codes of ethics
equity guidelines/workplace diversity guidelines
organisational codes of conduct
organisational mission and values statements
organisational procedures/guidelines
organisational performance management policy
Complex ethical matters may include:
conflict between public sector standards and personal values
conflict between public sector standards and other standards such as professional standards
conflict between public sector standards and directions of a senior officer or Minister
tension between two 'rights' such as the right to privacy versus the right to freedom of information
Organisational processes may include:
strategic planning and risk assessment
policy development
recruitment
selection
induction
performance management
learning and development
promotion
redundancy
re-deployment
ceasing of temporary contracts
disciplinary and grievance procedures
establishment of an ethics committee within the organisation
investigations
procurement and contracting
Breaches of ethical conduct may include:
fraud, corruption, maladministration and waste
unauthorised access to and use of information, money/finances, vehicles, equipment, resources
improper public comment on matters relating to the government and/or the organisation
falsifying records
giving false testimonials
dishonesty
improper use of equipment, telephones, credit cards, frequent flyer points, email and Internet
extravagant or wasteful practices
personal favours, preferential treatment
putting barriers in place, hindering, blocking action
compromising behaviour including sexual harassment
directing others to act unethically
oppressive/coercive management decisions
resorting to illegality to obtain evidence
not responding/following organisational and legislative requirements when responding to breaches
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPHR702B Formulate a strategic human resource plan
PSPHR703A Provide leadership in strategic human resource management
PSPMNGT701B Provide strategic direction
PSPMNGT702A Influence and shape diversity management
PSPMNGT703A Lead and influence change
PSPMNGT704A Undertake enterprise risk management
PSPPOL701A Influence strategic policy
PSPPROC703B Evaluate and improve procurement performance
Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of Employability Skills as they relate to this unit
leadership and influence in ethical practice in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
ethics-related legislation and guidelines
codes of conduct and codes of ethics
public sector standards, procedures and protocols
ethical decision making/problem solving frameworks
state, national and international data on trends in organisational ethics management
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when developing an ethical organisational culture, processes and conduct in a public sector environment, including coping with ambiguity, difficulties, irregularities and breakdowns in routine
leadership and influence in ethical practice demonstrated in a range of (3 or more) contexts (or occasions, over time)
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
portfolios
questioning
scenarios
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
Replaced By
State Code National Code Title Type
AWW14 PSPETH005 Lead and influence ethical practice in the public sector Unit of competency