Conduct Guide for Boards and Committees: Supporting Information

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Contents How to use this supporting information 1 The Western Australian Public Sector Code of Ethics 2 Scope of the Western Australian Public Sector Code of Ethics 2 Why have a code of conduct for boards and committees 3 The Conduct Guide for Boards and Committees 4 Categories of conduct - Sample of issues for inclusion 5 Personal behaviour 5 Communication and official information 8 Fraudulent and corrupt behaviour 10 Use of public resources 12 Record keeping and use of information 18 Conflicts of interest 21 Other considerations for inclusion 23 Public sector employees on boards or committees 23 Where to get support when issues arise 23 Compliance with the Western Australian Public Sector Code of Ethics and codes of conduct 24 Taking action in response to the code 25 Other resources 26 ii Public Sector Commission
How to use this supporting information You should use this supporting information in conjunction with the Conduct Guide for Boards and Committees. The aim is to promote good practice by providing you with information about what types of issues should be included within a code of conduct for Western Australian public sector boards and committees. It is by no means exhaustive. When developing a code of conduct, those responsible (for most boards, this will be the executive officer) should check their enabling legislation to ensure that this includes specific legislative roles and obligations of their board. In this document, “member” means a board or committee member duly appointed by the Governor, a minister or other relevant authority. The term “board” also includes committees. The term “executive officer” includes officers who provide a secretariat function for the board. The term “officer” means a person who is part of the public sector as defined in section 3 of the Public Sector Management Act 1994 (PSM Act). These guidance notes take into account the Western Australian Public Sector Code of Ethics (Code of Ethics), applicable under the PSM Act to public sector bodies. These include boards created for a public purpose under Western Australian legislation. Accordingly, boards and committees created for a public purpose must observe and comply with the Code of Ethics. While it is not mandatory under the PSM Act for boards and committees to have their own code of conduct, they are strongly encouraged to do so. Commissioner’s Circular 2009/08 – Requirement for all public sector agencies to develop codes of conduct makes the point that a code of conduct is an effective and positive way to highlight to all members their public duties and legal responsibilities. Whether you choose to develop your own code of conduct using the conduct guide and supporting information, or modify an existing code, it will be binding on all members. In this supporting information, some comments are intended to provoke thought and consideration. These may not necessarily form part of a completed code of conduct for your board. In other parts you may consider example statements when developing a code if they suit the circumstances and particular needs of your board or committee. If you have any further enquiries about creating your own code, please contact a consultant at the Public Sector Commission (PSC). You may also find it useful to use these notes in conjunction with the Principles of Good Corporate Governance for Western Australian Public Sector Boards and Committees, available from the PSC website. Conduct Guide for Boards and Committees - Supporting Information 1
Page 1 and 2: GOVERNMENT OF WESTERN AUSTRALIA Con
Page 3: Acknowledgements This supporting in
Page 7 and 8: Why have a code of conduct for boar
Page 9 and 10: Categories of conduct - Sample of i
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Page 13 and 14: Accountability framework Legislatio
Page 15 and 16: Incurring expenditure Those incurri
Page 17 and 18: Allowances Boards have differing ar
Page 19 and 20: Engaging consultants and/or contrac
Page 21 and 22: Accountability framework Legislatio
Page 23 and 24: Security of information While the s
Page 25 and 26: Conflicts of interest Gifts and gra
Page 27 and 28: Other considerations for inclusion
Page 29 and 30: Taking action in response to the co
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