1. Code of Conduct

2. Overview Purpose of the Code
How does it support our Mission and Values
What does it cover
Roles and Responsibilities
Process for solving ethical dilemmas
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3. Purpose of a Code
Purpose: Our code of conduct is basically a set of standards describing the behaviour we expect of our employees. Amongst other policies, the Code of Conduct provides a framework for the way that we behave towards one another in the workplace and how we interact with our stakeholders. Why do we have one? SVHA already conducts its operations within a framework of codes of ethics (Mary Aikenhead Ministries, Catholic Health Australia), relevant laws, regulations and internal policies - but we recognise that these do not govern all behaviours. We believe it as important for all our employees, contractors, students, other stakeholders - to understand exactly our purpose is, what we stand for and how they can expect us to conduct ourselves. Who has to comply with the Code of Conduct?
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4. A note from Tracey
“Our Code of Conduct is an integral part of the way we work every day and within all St Vincent's Health Australia facilities. The code does not change the basic nature of what we do, but instead it articulates the way we strive to achieve our goals and conduct ourselves. The Code is underpinned by our Values – Compassion, Justice, Integrity and Excellence and articulates how these values govern our day to day work.” Dr Tracey Batten, Group Chief Executive Officer
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5. Mission, Vision, Values and Behaviours
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6. Our Values and Behaviours
Our Care
HOW we need to work towards achieving our goals and furthering our MISSION
Our Values and Behaviours
Compassion
Justice
Integrity
Excelle
Excellence
Our CODE is a guiding document for the Standards of behaviour expected of everyone
Our Mission is our foundation and our starting point for all that we do. It is our reason for being: “…to bring God’s love to those in need through the healing ministry of Jesus.”
As such, everything we do, and the ways through which we behave, make decisions and provide care, arises from our Mission.
Our vision and strategy are based in our Mission and start to give particular shape to what we propose to do (our vision) and how we plan to do it (our strategy).
In thinking about how we intend to deliver ‘the healing ministry of Christ’, we take into account the principles that serve as a reference point, or guide post, for our decisions and actions. Our principles are articulated in a variety of documents including (but not only), the Mary Aikenhead Ministries Ethical Framework and Catholic Health Australia’s Code of Ethical Conduct. Laws that govern clinical practice and corporate governance would also fit in here.
As we move up the tree, we come to a point where – having considered our reason for being (our Mission), what we propose to do (our vision), how we plan to do it (our strategy) and the considerations and principles we need to bear in mind as we move forward (our ethical and legal frameworks) – we then look to draw all of these elements and influences into one source document: our Code of Conduct.
The Code gathers up each of the important considerations from each step along the journey, and captures these in one document that we can refer to on a day to day basis. No Code is perfect, and no Code can ever foresee every possible situation we may face. But if we think of it as the ‘distilled wisdom’ of what we have learned so far about what we do, why we do it, and how we work together as a team, then it can serve as a very useful day to day guide.
So how do we measure whether we are working in line with our Code?
This is where our values come into play.
Our values serve as a way of quickly and easily encompassing all that we aspire to be, to do and the ways in which we act. We know that if we act with compassion, justice, integrity and excellence in caring for those we serve and in our relationships with one another, then there is a high likelihood that we will realise our Mission of bringing God’s love to those in need through the healing ministry of Jesus. Our values and the behaviours we exhibit also act as markers by which we can measure whether we are acting in line with our Mission.
Finally, we look at the care we provide. The care we provide will be shaped by each of the layers and pillars that sit underneath it. If we have taken each consideration on board, at each level of our framework, then the care that arises from this reflection will be influenced towards our Mission.
Our Code of Conduct
Our PURPOSE, WHAT we aspire to be and WHAT we want to achieve
Ethical Frameworks – Mary Aikenhead Ministries, CHA
Our Mission, Vision and Strategy
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7. What the Code Covers
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8. Section 1 Overview of our Values, including the
behaviours that demonstrate
what it means to uphold our Values
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9. COMPASSION
What we value
Caring for others with an openness that affirms life and healing
The behaviours expected of me
As employees of SVHA, we:
Reach out to the most vulnerable in our community
Welcome all people to our services and facilities
Are open to one another in times of joy and in times of need
Questions
What do I understand compassion to be? How is it different from being kind or caring?
Where do I see compassion in evidence? Give examples
Are there times when I have felt it has been missing? Give examples
How would I explain ‘compassion’ to a new member of staff to help them understand what we mean by it?
Notes for Leaders
Compassion is about more than being kind or caring or feeling sympathy for another person. It involves respect for the inherent dignity of each person.
We are called to be compassionate towards all those with whom we interact (colleagues, patients, residents, family members) not just because we happen to be kind or caring people, but because we recognise in a Catholic health and aged care service that every person is created in the image and likeness of God, and is therefore deserving of our deepest respect as another human being.
Similarly, in this tradition, we refrain from making judgements that would lead us to think that some people are ‘worthy’ or ‘deserving’ of care, while others are not. Our patients, residents and their family and friends are experiencing some form of vulnerability; it’s in the midst of these experiences that we are called to feel compassion for each person  regardless of their status or lifestyle, their belief system or personal circumstances. We extend compassion towards those who by reasons of education or life circumstance may have made poor choices in life that have impacted on their health status. We don’t judge them as being less deserving of care than those who are ill through no apparent ‘fault’ of their own.
Compassion is an expression of the deepest love, the kind that moves our hearts towards the person before us. We are compelled to reach out to the person in need regardless of their circumstance even if it is at cost to ourselves. Compassion is a motivating force, it moves us to action. The motto that Mary Aikenhead chose for the Sisters of Charity was Caritas Christi Urget Nos: The love of Christ impels us. Another way of understanding this is, ‘the love of Christ moves us, calls us into action, and insists that we reach out to those in need.’ This is what we mean by compassion. Once you have felt it, it’s hard to forget.
When we look at the Gospels, we notice the phrase often appears that Jesus was ‘moved with compassion’. On each of these occasions, Jesus’ emotional response always led to a physical action that changed someone’s life: a healing, forgiveness, raising Lazarus from the dead. Compassion always produces action. The force of it encourages us to do something to change the situation of the person we care for. This is central to our Mission of health and aged care.
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10. JUSTICE
The behaviours expected of me As employees of SVHA, We Recognise the dignity and worth of every person, treating them fairly and without being judgemental Provide holistic care that meets the unique needs of each person Treat others as we would wish to be treated ourselves
What we value
Acting with courage and fairness in pursuit of what is right and just
Questions
What does justice mean? Is it different from fairness or tolerance? In what ways is it different?
Is a just outcome the same as the outcome that I want or hope for? In what ways is it the same or different?
Where do I see justice in evidence? Give examples of what acting justly towards a colleague might look like. What is an example of what acting justly toward a patient, resident or family member might look like?
Are there times when I have felt justice has been missing? Give examples
How would I explain ‘justice’ to a new member of staff to help them understand what we mean by it?
Notes for Leaders
Justice is closely related to truth, honesty, integrity and fairness but again it encompasses something deeper. It is certainly more than tolerance which suggests that we only have to tolerate or ‘put up with’ those who make claims on our time, energy or patience. Justice, in the Catholic tradition, involves the idea of ‘right relationship’: that is, our relationships with one another are based in a profound respect for one another and in fact the whole of creation. Justice involves equity and mutual respect. Justice involves our morals and principles – it is more than acting within the law, or in line with a policy or direction. It is about ensuring that not only are people treated fairly and with courtesy, but that in our actions we demonstrate our respect for their dignity as a person.
Justice also means that we consider our relationships with the community. Again, in the Catholic tradition, justice is a strong and recurring theme. We are obliged to act to ensure justice not only on behalf of those for whom we are immediately responsible, but on behalf of the whole community. Again, the Gospels point us to the life and teaching of Jesus, whose mission was not just to save those who believed in him, but the whole of humanity. Similarly, in health and aged care, we are interested not only in the welfare and equal access to care of those we see each day, but we work to ensure that the system itself is just – that all people in need have access to the care and support to which they are entitled.
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11. INTEGRITY
What we value
Ensuring our actions and decisions are grounded in our values, reflecting both honesty and authenticity
The behaviours expected of me As employees of SVHA, We Are truthful and principled, with ourselves and with others, in all we say and do Foster teamwork and collaboration, joined in a common purpose, in a spirit of harmony Consider our actions, behaviour and decisions in light of our mission
Questions
What does integrity mean? Is it the same as being honest? In what ways is it different?
Is there someone here at work that I believe acts with integrity? What behaviours do they demonstrate that lead me to think of them as a person with integrity?
Are there times when I have felt we have not acted with integrity? Give examples
How would I explain ‘integrity’ to a new member of staff to help them understand what we mean by it?
Notes for Leaders
Integrity draws on honesty, being truthful, demonstrating respect for self and others and above all acting consistently in line with your principles and values, no matter the situation you find yourself in. Integrity means you won’t compromise yourself or your values to ‘save your own skin’. Integrity also means you will not seek to unfairly blame or undermine others but own up to your own mistakes or errors.
Integrity is about saying what you mean and meaning what you say and behaving in a way that demonstrates this.
Some good quotes to help think about what integrity means include the following:
Integrity simply means not violating one's own identity. - Erich Fromm
Integrity is what we do, what we say, and what we say we do. - Don Galer
Have the courage to say no. Have the courage to face the truth. Do the right thing because it is right. These are the magic keys to living your life with integrity. - W. Clement Stone
Living with integrity means:
Not settling for less than what you know you deserve in your relationships.
Asking for what you want and need from others.
Speaking your truth, even though it might create conflict or tension.
Behaving in ways that are in harmony with your personal values.
Making choices based on what you believe, and not what others believe. - Barbara DeAngelis
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12. EXCELLENCE
The behaviours expected of me As employees of SVHA, We Embrace learning and we are open to change Take responsibility for our actions and exercise good stewardship of the resources entrusted to us Create a climate of confidence and trust ensuring that we act in a manner than prevents harm
What we value
Demonstrating a passionate commitment to continuous improvement and innovation
Questions
Many health and aged care services embrace excellence. What does it mean in this setting?
Is it different to how excellence might be demonstrated at another health or aged care service?
Is excellence different to being professional? In what ways?
What does it mean to demonstrate excellence in my behaviour towards my colleagues or my work?
What does it mean to demonstrate excellence in my behaviour towards patients, residents or clients?
Where do I see excellence in evidence? Give examples of where you have seen excellence in practice and examples of where you think it has been absent.
How would I explain ‘excellence’ to a new member of staff to help them understand what we mean by it?
Notes for Leaders
Mary Aikenhead was big on excellence. It was one of the goals she insisted upon in every area of the work she and her Sisters undertook. Mary Aikenhead pursued excellence because she believed that the poor deserved no less than the very best in health care, education and welfare services. One of her mottos in establishing the health care services was to build hospitals “…where the poor are given for love, what the rich can buy for money.” This was one of the ways in which Mary Aikenhead demonstrated her respect and love for the poor – to give them the very best care possible. Mary Aikenhead ensured the best care possible was delivered by her Sisters who were trained in the best practices of the day, and supported by medical staff who gave of their very best skills and knowledge, regardless of the person’s economic or social situation.
Excellence is one of the foundations on which our health and aged care services are built. It shapes our care, our research and our clinical and corporate support services. No matter whether our job involves direct patient care or not, we each have an important role to play in upholding this value as part of the way we undertake our role. We don’t cut corners, near enough is not good enough, we chase down the small details, and review our work to ensure it reflects our best efforts. Pursuing excellence involves ongoing learning, being open to acknowledging that others have something to teach us, and that we remain open to feedback. Excellence is not about how smart you are or how qualified – it is about bringing our best efforts to our work each day, recognising that we all have a role to play in delivering the very best in care to those we serve.
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13. Policies and expectations in relation
Section 2
Policies and expectations in relation
to Workplace Conduct
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14. Areas covered in the Code
Attendance
Complaints and issues resolution
Compliance with the law
Confidentiality
Conflict of interest
Criminal history reporting
Environment and sustainability
EEO and non discriminatory practices
Fraud, theft and corruption
Fundraisers and sponsored events
Gambling
Gifts and hospitality
Intellectual property
Media and public representation
Other employment
Political participation
Privacy
Professional attire
Providing references
Smoking
Substance misuse
Use of official resources
Work Health and Safety
Whistleblower protection
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15. Roles and Responsibility
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16. Managers Uphold and promote appropriate standards of behaviour
Provide employees with a positive role model
Ensure employees are aware of and comply with the Code
Ensure employees are provided with adequate information about the Code
Encourage regular discussions on values and behaviours with employees
Reinforce ethical behaviour and deal decisively with breaches to the Code
Provide an environment where individuals feel comfortable in raising issues and concerns
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17. Employees
Take personal responsibility to comply with the Code of Conduct by:
Reviewing the Code carefully; understand what it means and what is expected of you
Following the Code in everything you do and encourage people to do the same
Being accountable for your own behaviour and actions
Seeing your Manager, Director of Mission or local HR Representative if you see or suspect that an employee or contractor is acting in an unlawful or unethical manner.
The Code will only be successful if everyone is involved in its implementation. Therefore, it is critical that all employees are aware of the Code; understand its underlying principles, values and principles and most importantly, are aware of how the Code governs their day to day work.
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18. The Top 10 questions to ask in making ethical decisions
Is it in line with the Mission and Values of St Vincent’s Health Australia?
Does it feel right?
Is it legal?
Will it reflect negatively on me or the organisation?
Who else could be affected by this (residents, clients, other employees etc.)?
Would you be embarrassed if others knew you took this course of action?
Is there an alternative action that does not pose an ethical conflict?
What would a reasonable person think?
How would it look in the newspapers?
Can you sleep at night?
The Code is not intended to be read as a set of rules and it cannot address all possible situations an individual may encounter. As a member of St Vincent’s Health Australia, each of us has a personal responsibility and accountability to exercise good judgement and obtain guidance when we are in doubt.
As a guide for following a course of action, ask yourself and consider these questions when faced with an ethical dilemma.
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19. Things to remember…
Adherence to the Code is EVERYONE’s responsibility. Behaviours that breach the spirit or the stated requirements of the Code may result in disciplinary action, which may include termination of employment/engagement.
The Code applies to everyone at all levels and functions across the organisation.
The Code expresses a set of values and guiding principles. Opinions will differ between individuals so it is important to remember to always adhere to the ‘spirit of the Code’ and seek a second opinion. The Code is there to assist you in your decision making, so use it!
If you have any concerns or need further clarification, please see your manager, Director of Mission or a member of your human resource team.
Discuss consequences of Breaching the Code
Often there are no right or wrong answers but we can minimise our risk of making poor choices by making reference to the Code
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