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Integrity Commissioner

The Queensland Integrity Commissioner is celebrating its 10-year anniversary with a focus on decision-makers, personal interests, and levels of disclosure. Learn about the role of the Integrity Commissioner and their advisory functions.

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Integrity Commissioner

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Presentation Transcript

  1. The Queensland Integrity Commissioner is celebrating our 10 year anniversary in 2019 with the theme: ‘Decision-makers, personal interests, and requisite levels of disclosure’

  2. Build performance through culture Integrity CommissionerDr Nikola Stepanov JD, PhD (Melb.) Mediator (NMAS), FDRP, FGIA, MAICD, PRIProfessor (adj.) JCUintegrity.commissioner@integrity.qld.gov.au

  3. Integrity Commissioner • Statutory Office Holder & Officer of Parliament • Reporting relationship: Speaker of House & Parliamentary Economic and Governance Committee • Impartial and independent- allows for frank and fearless advice • Convenor & Chair, Integrity Committee: • Chair of Crime & Corruption Commission, Auditor-General, Ombudsman, Commissioner PSC, Information Commissioner, Electoral Commissioner, Racing Integrity Commissioner, Independent Assessor

  4. Integrity Commissioner • Providing advice to ‘designated persons’ on ethics & integrity issues (5000+ people) including Premier, Ministers, Assistant Ministers, DGs, Boards, Mayors & Councillors • Maintaining the Lobbyist register • Raising public awareness • Standard setting at the request of the Premier

  5. Integrity Commissioner • Non-binding advice on ethics or integrity issues (note: it is not legal advice) • The Commissioner must have regard to relevant legislation, codes and standards. • Legal protections for advisee- from civil liability & as part of any administrative review processes (QCAT, tribunals etc). • Strict secrecy provisions apply (85 penalty points or 1 yr imprisonment) • Commissioner (& staff) cannot be compelled in any proceedings • Advice is in the public interest

  6. Integrity Commissioner Advisory & public awareness functions: • Multi-member decision-making bodies • Approx 300 Qld Govt Boards & Bodies • Huge variety- everything from Cross River Rail Development Authority, Hospital & Health Service Boards, Energy Qld, Qld Building Construction Commission, Library, Rail, Ports, Tourism, Veterinary Surgeons, Grammar Schools, Uni Senates……. • Cabinet, Local Govts, Tribunals, Parliamentary Committees etc • Set practice standards, publish research, conduct workshops, advice on panel composition, advice to Board & to each individual member • As well, advice to relevant Minister about Board members where necessary

  7. Guides for Statutory Boards & Bodiesavailable from: www.integrity.qld.gov.au Range of resources available: - Hypothetical case studies - Research papers - Frameworks - Meeting aids

  8. Build performance through culture Main areas of concern, generally * About 20% of work is with Boards • Conflicts of interest (approx. 60%) • Conflicts of duties, i.e. obligations to two boards (approx. 20%) • Statutory reporting obligations (approx. 15%, whistle-blower, concerns about corrupt conduct in another, ‘weaponised’ reporting, etc) • Acceptance of gifts and hospitality (* 50% Local govts, 25% Ministers & Assistant Ministers)

  9. Are the moral compasses of Boards, broken?

  10. Build performance through culture Are the moral compasses of Boards ‘broken’? • Implies at some point culture was wholesome or ‘unbroken’ • Notion that there may be a ‘bright-light’ approach • Effective decision-making is highly nuanced & multi-facetted with culture a significant factor • Complexifying environment are ‘grey areas’ inc. which interest is paramount, legal meaning of terms: ‘public interest’, ’reasonable’

  11. Build performance through culture • Culture is about promoting and respecting shared values & principles- most visible when you unpack decisions & attitudes • Absent broader evaluation that includes content experts, we may come to rely on a false idea of how we should appear to ‘perform’ and not how we actually perform • ‘Facilitative, inclusive’ Boards can make poor decisions and ‘dysfunctional’ Boards can make very good decisions • Weighting given to opinions is not fit for purpose • Overweigh effects of virtuous characteristics • Often behavior does no provide a true indication of our level of knowledge or expertise, or how we will use either (A, M, I, J, R, C, Cr)

  12. Build performance through culture • Focus on Board as a whole, and individuals, individually. • Anchors • Motivations • Intentions • Justifications • Rewards • Communication & conflict resolution styles

  13. Build performance through culture • Qld Statutory Boards and Bodies • (Different body of knowledge & law) • Clear message & expectations • Primacy of public interest- statutory obligation (no competing interest) • Code of Conduct and Public Sector Ethics Act set strong expectations about behaviours • Deterrents- breach constitutes a civil offence or occasionally a criminal offence- accountability • Availability of integrity advisor at no cost and with confidentiality provisions & legal protections • Resources tailored to circumstances

  14. Developed by the Queensland Integrity Commissioner(07) 3003 2888Integrity.commissioner@integrity.qld.gov.au

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