File - The Public Sector Conference

Report
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INTEGRITY PLUS
National Integrity System Assessment
NATIONAL INTEGRITY SYSTEM ASSESSMENT
INTEGRITY PLUS
The Assessment Approach
Public Sector Conference 6/9/13
Liz Brown, Research Team Manager and former Banking Ombudsman
Murray Petrie, Co-Director, NIS
Suzanne Snively, Co-Director, NIS
Helen Sutch, Chair IPRAG
Sir Anand Satyanand, TINZ Patron, Chair NIS External Advisory Group
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INTEGRITY PLUS
National Integrity System Assessment
New Zealand’s Public Service tops the rankings
as the least corrupt
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Our key competitive advantage
It influences everything we do and say
Public servants should take pride in this
Respect the legacy of those who came before
Don’t take it for granted
Harder to maintain
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INTEGRITY PLUS
National Integrity System Assessment
INTEGRITY BRINGS:
Efficiency
Effectiveness
Fairness
Good systems
Good outcomes
Good branding
Resilience
And hope
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INTEGRITY PLUS
National Integrity System Assessment
For the public sector and New Zealand:
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Promoting strong integrity systems
What is corruption in our context
How do we prove ourselves?
Carry out an Integrity Plus National Integrity System
assessment
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INTEGRITY PLUS
National Integrity System Assessment
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INTEGRITY PLUS
National Integrity System Assessment
A CONSULTATIVE PROCESS
Project launch - 13 November 2012
First wave of findings - 8 May 2013
First papers on website - 8 May 2013
Second set of papers on website - late August
Public forum Auckland - 14 August 2013
Expert workshop Wellington – Sept 2013
Report launch - October 2013
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INTEGRITY PLUS
National Integrity System Assessment
THE REVIEW PROCESS
-Training with TI-Berlin based around NIS framework
-Researchers reviewed approach and each others’ work
-IPRAG reviewed first drafts of Pillar Report
-Co-directors reviewed drafts and TINZ Board ratified process for
reports to go the TI-Berlin for review
-Pillar reports to the External Advisory Group for Review
- Following this, Pillar’s scored by Role, Governance and Capacity
- IPRAG Reviewed Score
- Full report with scores reviewed by TINZ Board
- Full report to workshop with representatives from all over New
Zealand (and a couple from overseas) for recommendations to be
discussed
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INTEGRITY PLUS
National Integrity System Assessment
PILLAR ASSESSMENTS
1.
2.
3.
4.
Capacity
Governance
Role
Treaty of Waitangi
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INTEGRITY PLUS
FOUNDATIONS
National Integrity System Assessment
FOUNDATIONS
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Political
Societal
Economic
Cultural
Environmental
Treaty of Waitangi
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INTEGRITY PLUS
CROSS-CUTTING
THEMES
National Integrity System Assessment
EMERGENT CROSS-CUTTING THEMES BEING
ADDRESSED
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The nature of the culture of integrity?
The informality of the legal framework?
Where are the gaps in transparency?
Is there sufficient focus on prevention?
Are conflicts of interest managed?
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Public Sector Pillar
NATIONAL INTEGRITY SYSTEM ASSESSMENT
INTEGRITY PLUS
Public Sector Pillar
The Public Sector Pillar covers “state services” –the
public service and crown entities associated with the
Executive- and Regional and Local Government
Author: Alex Matheson:
Governance and Development Consultant
(formerly Governance and Management Advisor to the
Commonwealth Secretariat and OECD)
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Public Sector Pillar
Levels of Corruption and Integrity of Officials
• Institutional analysis showed NZ deserves its high CPI ranking
• The New Zealand Public Sector is rule abiding , and
transparent & accountable for use of powers and resources (
though public procurement needs some tightening)
Because?
- a connected, law abiding egalitarian society
- a history of open government
- a world class public sector financial management and
accounting system
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Public Sector Pillar
But some wider good governance concerns
• No systematic evaluation and feedback on the effectiveness of
policies has contributed to:
– Persistence with inadequate public management policies
(especially lack of cohesion)
– Some major regulatory failures
• Insufficient transparency/accountability for policies of intergenerational impacts vs importance
– e.g. lack of regular national environmental monitoring
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Public Sector Pillar
Some areas of “constitutional” friction between
Ministers and Public Sector
• Policy advisory capacity/role of public service
• Relations between central and local government. Legitimacy
of local democracy?
• Crown entity board appointments and respect for statutory
arm’s –length principle
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Public Sector Pillar
Challenging Plans Afoot
• Better Public Services reforms is aiming at more coherent PS
management and action
• Changes to Public Finance Act make CEs more accountable for
policy effectiveness. (Stewardship)
• Success will require- Ministers to work more closely, cross government matrix management by officials, & more
evidence-based policy culture
Long-term benefits from our public sector adaptability depend
on the quality of the national conversation on our constitutional
health.
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Business Pillar
Integrity Plus NZ National Integrity Systems
Assessment:
Business Pillar
Pattrick Smellie, Business Journalist
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Business Pillar
“Pike River” moments
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Leaky homes
Finance company collapses
Pike River
Ross Asset management
Fonterra food scare
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Business Pillar
Brands and Trust
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Trust is hard-won, easily lost, and very difficult to rebuild
Brands are above all based on trust
NZ’s brand is as much about trust as it is about purity
Defending that brand is important
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Business Pillar
Do NZ businesses realise this?
• Complacency, naivety, or lack of knowledge?
– Or a bit of all three?
– Transparency and integrity vs corruption
• Key risks
– Lack of formal processes/policies
– Third party representatives in export markets
– Small exporters and importers’ institutional capacity
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Judiciary Ombudsman Media Pillars
JUDICIARY – Margaret Wilson
OMBUDSMAN – Liz Brown
MEDIA – Dr Bryce Edwards
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JUDICIARY
Judiciary
• meets high standards of independence and integrity.
• in particular operates independently of the Executive and provides
effective oversight of it through judicial review.
• has a constitutional relationship of mutual respect with the Legislature
• is accountable through the appeals process and the Judicial Conduct
Commissioner
• needs a more transparent process of appointment for High Court
judges
• needs to be fully accountable by reporting independently on their
activities
• has some concerns about MoJ focus on administration of justice from
the perspective of value for money and customer satisfaction
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OMBUDSMAN
Ombudsman
• meets high standards of independence, accountability and integrity
• is an important check on the exercise of administrative power and on
the proper use of the official information legislation
• funding has not kept up with an increase in complaints and there are
unacceptable delays. New functions may not be adequately funded.
• a recent announcement of increased funding for 2013-4 will help
• is otherwise effective in the handling and resolution of citizens’
complaints
• has a limited role in raising public and governmental awareness about
standards of ethical behaviour
• could usefully undertake further educational and awareness
programmes
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MEDIA
Media
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A free and independent media operates
A strong focus on corruption in the media
• But:
• A lack of diversity (ownership and content)
• Limited public and community broadcasting
• Limited (in depth) investigative journalism
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Why Strong Integrity Systems Matter
• Since the 2003 National Integrity System assessment,
there have been some welcome areas of
strengthening of transparency systems and
accountability in New Zealand.
• It is clear that New Zealand remains highly rated
against a broad range of indicators of transparency
and the quality of governance.
• A number of areas of concern, weakness and risk
highlighted by the 2003 NIS remain in the face of ongoing and new challenges to integrity systems
• The core message of the assessment is that it is
beyond time to take the protection and promotion of
integrity more seriously and to act now.
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Why Strong Integrity Systems Matter
• Fosters public trust
– legitimacy
– the sustainability of our institutions
– citizens’ respect for our institutions
• Supports tax system / tax base
• Trust is an economic as well as a constitutional
and social value
• Strong integrity systems support social cohesion
– in an increasingly diverse country
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Why Strong Integrity Systems Matter
Because of the public sector’s good CPI, there are 7 key potential benefits to New Zealand
organisations who follow the precepts of good governance. These benefits provide the basis
for growing GDP. These have the potential to increase returns through:
1. Good Reputation: The business returns because of a strong reputation and brand from
adopting non-corrupt business practices combined, by association, with the current
international perception that the New Zealand public sector is amongst the three least
corrupt in the world, is the essence of what makes any exporting company achieve
quality revenues;
2. Lower cost to doing business (research shows corrupt practices add an average of 35%
to the cost of doing business in Malaysia, for example);
3. Lower cost of capital;
4. Easier (e.g. less expensive, more open and quicker) overseas market access;
5. Ethical businesses achieve a higher return on investment (for example, the top 110
Ethisphere Global Companies traded above the Standards & Poor’s top 500 Share market
average between 2007 and 2011);
6. Staff prefer to work for ethical organisations;
7. Ethical organisations achieve greater customer satisfaction.
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Why Strong Integrity Systems Matter
SFO Training
• SFO Training will provide a tool for all, public, private
NGOs, large or small, Enterprises to Become as Good as
the Public Sector is Perceived
• Based on UK Training programme adapted for New
Zealand
• Freely available
• Will be continuously improved to reflect increased
knowledge of ways to strengthen integrity systems
• The Integrity Plus NIS Assessment provides basis to
continuously improve integrity systems
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Why Strong Integrity Systems Matter
• Appreciate the strengths of our public sector.
• Take action now to strengthen integrity.
• IOD support the development of more robust
governance by leading the conversation about the 4
Pillars of good governance.
• Build stronger relationships between public, private and
NGO sectors.
• Organisations develop plans to realise the returns from
the 7 benefits of a high integrity society.
Objective:
Keep New Zealand as Good as it’s Perceived
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Why Strong Integrity Systems Matter
•Questions
Objective:
Keep New Zealand as Good as it’s Perceived
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Thank You
DISCLAIMER
This presentation is for information and discussion purposes.
Neither the presenter or Transparency International accept any liability
whatsoever for the consequences from the use of this presentation
by any party in any circumstances.
Comment, including reference to others knowledge, is actively sought and
will be considered in future discussion papers and presentations.
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