Part 2: Introducing the organisational integrity framework

Putting integrity at the core of how public organisations operate.

The framework has three components.

Each component reinforces the others. They need to be designed and monitored as part of a coherent system of improvement.

Building a stable foundation iconBuilding a stable foundation

To have a stable foundation, an organisation must have a clear understanding of its purpose and values. An organisation’s purpose and values must be informed by the wider constitutional framework in which it operates. Organisations must consider how they comply with the Tiriti o Waitangi | The Treaty of Waitangi, the law, and international obligations.

Practical and authentic statements about “why we are here” and “how we should go about our work” guide people when they make decisions in different situations. Public organisations need to consider integrity and the values of tika, pono, and aroha within their own contexts and in relation to the purpose and values that they are committed to and that they wish to be held accountable for.

Putting integrity at the core of the organisation iconPutting integrity at the core of the organisation

The framework combines an active approach to encourage ethical behaviour and compliance activities to prevent and detect unethical behaviour. This combined approach can help organisations improve alignment between what is said and what is done.

An active approach involves embedding the values of an organisation into an organisation’s culture, so integrity becomes part of everything the organisation does — from the day-to-day decision-making and behaviours of staff to its systems and practices.

Using values to establish a system of cultural norms in an organisation needs to be more than just a mix of vague concepts and principles. Values need to be understood as having coherence and consistency. This, in turn, requires a structured framework within which values and ethical principles can be applied. It also requires everyone to be able to properly appreciate and apply those values and principles when carrying out their roles.9

Compliance activities are the processes, policies, controls, and other mechanisms in place to ensure that people comply with legal requirements and internal rules. These activities can be effective in reducing the likelihood of errors and fraud and in detecting issues when they have occurred. However, relying solely on compliance instruments can lead to people following the rules without considering whether their decisions are ethical and aligned to the organisation’s purpose and values.

Icon for treating people fairlyMaking integrity visible

When people interact with a public organisation, what they see, feel, and experience is, in effect, what the organisation stands for. Having a strong internal core built on stable foundations is likely to prevent poor behaviour and encourage positive actions by staff. This alone, however, might not improve people’s trust in the organisation.

Organisations need to ensure that integrity is also present and observable through all staff interactions with those they engage with or provide services to. Integrity is relational, encompassing fairness, transparency, care, and respect. Integrity needs to be demonstrated in ways that are meaningful to everyone involved in an interaction.

How to use this guidance

Throughout this guidance, we have included “Actions to consider” sections. Far from an exhaustive list, the suggestions in these sections are prompts for you to consider ways to implement integrity in practice.

Organisations often focus on reactive and compliance interventions. We encourage you to consider whether more time and resource could be put into designing processes, policies, activities, and other mechanisms that actively contribute to integrity outcomes.

It helps to consider the suggestions from the perspective of the various roles performed in your organisation. The activities you choose to carry out in your organisation are ideally a balanced mix of active approaches to encourage ethical behaviour and compliance activities to prevent and detect unethical behaviour.

Throughout the guidance, you’ll find quotes from interviews and workshops with senior leaders, team leaders, and front-line staff in local and central government, giving real-world perspectives on integrity.

9: This description draws on discussion from Te Aka Matua o te Ture | Law Commission on tikanga Māori as a coherent system that guides behaviours and decisions on ethical matters. See “Tikanga Māori” at lawcom.govt.nz.