By Brad Freeman, Director, Personnel Security & Integrity, ATO People
Integrity is at the heart of everything at the ATO
Integrity is central to how the Australian Taxation Office (ATO) functions. Our decisions and actions impact community trust and confidence in us as a government service. As administrators of the taxation, superannuation and registry systems, we have an obligation to act with the utmost integrity in everything that we do. All of our people contribute to building a pro-integrity culture.
How we support our people to make good decisions to build and maintain a strong integrity culture in the ATO
Managing conflicts of interest
The existence of conflicts of interest is not uncommon, and the ATO recognises that other employees, the media, and the broader Australian community have varying ideas about what real, perceived, or potential conflicts of interest are.
When considering whether to declare conflicts of interest, we encourage our people to test their thinking with others – what would a reasonable person think of your situation, and would they expect you to tell someone about it? Perceived conflicts can be more impactful on people or the ATO than real conflicts of interest. If in doubt, it’s always better to declare it.
Managing high-risk positions
The government has established a clear focus on integrity across the APS, and the ATO continues to be a frontrunner in building and embedding a culture of transparency and integrity across our organisation. High-risk positions (HRPs) are identified positions that have greater access to information or systems which heightens the risk of serious fraud or misconduct being committed. A number of integrity controls are applied to HRPs, and we also provide targeted training to specific HRP holders about the risks associated with their role.
The controls in place include a minimum Negative Vetting Level 1 security clearance, regular character and conduct checking, and submission of an annual private interest declaration to identify and manage any conflicts of interest. HRPs are actively managed to ensure all real and perceived risks are declared, robust management strategies are in place, and that these strategies are reviewed on an ongoing basis.
Weaving integrity and accountability into our culture, one habit at a time
Research shows that successful cultural change is likely to occur when habits are changed at the individual, team, and organisational level. The One Habit at a Time (OHAAT) program helped our people make incremental positive changes to the way we work together.
The program introduces 5 habits to encourage people to think and work in new ways, over and again until pro-integrity behaviour becomes part of the routine and culture.
The 5 habits are:
1. Constructively challenge: We value honesty, not just politeness. Ask questions and seek opposing views. Be an upstander not a bystander and call out the wrong behaviour.
2. Right outcome, best process: Think critically. Look beyond existing process and structure to strive for the right outcome, and apply judgement to act appropriately.
3. Own it: Walk the talk and create a climate of safety to admit when we're wrong and learn from it. Make decisions transparent. Recognise and support each other when we do this well and address it when we don't.
4. Panoramic view: Know the bigger picture. Make the effort to work with people outside your 'patch' and collaborate beyond silos across the ATO, the APS and with our partners. Recognise a win for one is a win for all.
5. Flexible and adaptable: Dynamic and changing environments require flexible and adaptable practices. Approach change with positivity, optimism and a solutions mindset. Be open about how we work, where we work and who we work with. Take our expertise to different problems as needed.
Our mindset and behaviours are critical to ensure we deliver on the needs and expectations of the government and community. We continually review our progress on these key elements and what might be holding us back, to ensure we build the best pro-integrity culture and adapt to the changing needs of the community.