public sector values in how you work. Adhere to the
Code of Conduct. Be prepared to speak up and support others to speak up too.
If you’re in doubt, speak with your manager or peers.
Plan projects and tasks early and document your plan.
Refer to your plan often and build in opportunities to report and advise on progress.
If something doesn’t feel right ask questions.
Consult as appropriate with your relevant legal team to ensure your brief and attachments comply with any legal requirements for the relevant decision.
Engage with the minister’s office in line with your organisation’s protocols and as appropriate for your level of responsibility.
Seek opportunities where possible to work with the minister’s office and to understand how it operates.
Provide opportunities for the people you lead to learn about and be exposed to how the minister’s office operates. These opportunities should match their position level.
Consider the example you set as a leader about what constitutes meaningful engagement and what’s acceptable when you engage the minister’s office.
Consider the departmental liaison officer (DLO) as a valuable first point of contact in the minister’s office.
hesitate to raise concerns with your manager
allow personal concerns or biases to influence your duty to provide full and frank advice
circumvent your line of management unless you have serious concerns about their integrity. If you have integrity concerns, consider formal processes for reporting them.
withhold information that is required for the minister to make a fully informed decision
provide advice to the minister’s office without authorisation or without following pre-established communication protocols.
rely solely on oral briefs for any matter of significance.