# A short history of the APS and its values

Yet Kingdon’s streams can feel detached from the lived reality of citizens and communities. To make policy that truly serves the public, we need to add a fourth consideration: Polity—the people and places policy affects. This means actively asking: whose voices are missing from any problem definition? What does this solution look like from the perspective of regional communities versus metropolitan centres? How do cultural contexts, local institutions, and community strengths shape what’s possible? Practically, this requires embedding genuine co-design processes, conducting place-based policy analysis, ensuring diverse representation in policy teams, and building relationships with community leaders preferably before the policy window opens. When people and place become central—not afterthoughts—we create policy that’s not only politically feasible but also legitimate, implementable, and responsive to the communities it serves. The challenge is making this “fourth stream” as rigorous and intentional as the other three.
A short history of the APS and its values
The Act that established the APS in 1902 was largely administrative and had no detail of values or purpose. Rather, it laid out the rules for regulating the administration such as hiring, promotions, and salaries.
Some values are implied subtly throughout, but more obviously in the
Offences section, where anyone found guilty of disobedience, negligence, incompetency, alcoholism and improper conduct would be reprimanded.
Though it isn’t clear what is meant by improper.
In the Commonwealth Public Service Act (1922) the Offences section was extended to include a public official in both their official and unofficial capacities, and to hold them accountable to both this Act and regulations, and to the oath (or affirmation) made by all public servants (laid out in the Fourth Schedule) to bear allegiance to the King and to uphold the Constitution.

It might amuse some to know these early foundational documents did very clearly mandate that women were only allowed to be hired until marriage, a rule that persisted until 1966 when another round of changes to the original Act occurred in the Public Service Act (1966). There was a significant review into the APS which recommended a values based approach be implemented.
Finally, in the Public Service Act (1999), we saw actual values enshrined in legislation, a long list that makes for interesting reading. a)	 the APS is apolitical, performing its functions in an impartial and professional manner; b)	 the APS is a public service in which employment decisions are based on merit; c) the APS provides a workplace that is free from discrimination and recognises and utilises the diversity of the Australian community it serves; d)	 the APS has the highest ethical standards; e)	 the APS is openly accountable for its actions, within the framework of Ministerial responsibility to the Government, the Parliament and the Australian public; f) the APS is responsive to the Government in providing frank, honest, comprehensive, accurate and timely advice and in implementing the
Government’s policies and programs; g)	 the APS delivers services fairly, effectively, impartially and courteously to the Australian public and is sensitive to the diversity of the
Australian public; h)	 the APS has leadership of the highest quality; i) the APS establishes workplace relations that value communication, consultation, co-operation and input from employees on matters that affect their workplace; j) the APS provides a fair, flexible, safe and rewarding workplace;
 k)	 the APS focuses on achieving results and managing performance; l) the APS promotes equity in employment; m)	 the APS provides a reasonable opportunity to all eligible members of the community to apply for APS employment; n)	 the APS is a career-based service to enhance the effectiveness and cohesion of Australia’s democratic system of government; o)	 the APS provides a fair system of review of decisions taken in respect of APS employees.
(2) For the purposes of paragraph (1)(b), a decision relating to engagement or promotion is based on merit if: a)	 an assessment is made of the relative suitability of the candidates for the duties, using a competitive selection process; and b)	 the assessment is based on the relationship between the candidates’ work-related qualities and the work-related qualities genuinely required for the duties; and c) the assessment focuses on the relative capacity of the candidates to achieve outcomes related to the duties; and d)	 the assessment is the primary consideration in making the decision.
In 2013 there was an overhaul of these values in the Public Service Act
(2013) to simplify, and to require public servants to demonstrate and promote the APS Values, the APS Employment Principles and compliance with the Code of Conduct.
- Impartial: The APS is apolitical and provides the Government with advice that is frank, honest, timely and based on the best available evidence.
- Committed to service: The APS is professional, objective, innovative and efficient, and works collaboratively to achieve the best results for the Australian community and the Government.

- Accountable: The APS is open and accountable to the Australian community under the law and within the framework of Ministerial responsibility.
- Respectful: The APS respects all people, including their rights and their heritage.
- Ethical: The APS demonstrates leadership, is trustworthy, and acts with integrity, in all that it does.
After reading through all these values, how does it align with your values?
Those of your community or family? How do you apply a values based approach in your day to day work?
A 2008 Australian Public Service Commission review resulted in various recommendations and practical guidelines for public servants to consider what it means to be an apolitical service. Reinvigorating the Westminster tradition: Integrity and accountability in relations between the Australian
Government and the APS, remains useful background for curious public servants.
The values of any public service should be continually reviewed, balanced against and improved to be reflective of the changing values of the people and communities we serve. It is only when public and public sector values are in alignment that we can understand and be appropriately responsive to, reflective of and considered properly legitimate in the public eye.