The NSW Government Sector Integrity Framework

The NSW Government Sector Integrity Framework offers agencies and teams a holistic way to reflect on their integrity culture across five integrity pillars.

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Introducing the Integrity Framework

The work that NSW public sector agencies do makes a difference in the lives of millions of people across NSW. The communities we serve both expect and need us to act ethically, fairly and comply with the law. We must spend public money wisely and maintain trust in our systems and institutions now and into the future. A high standard of integrity is essential to maintaining public trust in government, something we need to be committed to both now and into the future.

The NSW Government Sector Integrity Framework (Integrity Framework) helps explain what integrity looks like in everyday work. It is based on the Ethical Framework for the government sector and the core values of integrity, trust, accountability and service. The Integrity Framework is built around five key pillars that together shape an agency’s integrity culture.

Integrity Framework

File

Download NSW Government Sector Integrity Framework (PDF 271.14KB)

 

The Integrity Framework goes beyond simply meeting legal requirements and encourages employers to take a more proactive and people‑focused approach. It was developed with input from NSW public sector agencies to ensure it is practical, relevant and easy to apply.

Integrity is not created by one action. It grows over time through consistent, open and honest behaviour. By strengthening all five pillars, agencies can improve their overall integrity.

Putting the Integrity Framework into practice

You can use these tools and resources to help you put the Integrity Framework into practice.

  1. Self-Assessment Tool
  2. Action Planning Template (Available both in the Tool and as a separate Word document)
  3. Action Planning Guide 

Self Assessment Tool

The Integrity Framework – Self Assessment Tool helps agencies assess their integrity culture, using the Integrity Framework and best practice as a guide.

The tool looks at more than compliance. It helps agencies take a broader view of how mature their integrity systems and culture are. By identifying risks and weaknesses, agencies can focus on the processes, controls and cultural changes that will have the biggest impact.

This is mainly a self‑assessment for internal use. Results do not need to be published or shared unless the agency chooses to do so.  Agencies can use the results to identify gaps and create an action plan to address them.

Action Planning Guide

In the last tab of the tool is an Action Planning Template that agencies can use to start addressing their results. To help you complete the Template, we have developed an Integrity Action Planning Guide.

File

Download Action Planning Guide (PDF 167.26KB)

If preferred, a Word version of the Template is available below.

File

Download Action Planning Template (DOCX 46.77KB)

Completing the self-assessment and next steps

Preparing to assess
  • Nominate a senior leader to lead the assessment. Develop a plan to ensure the assessment is effective. Results should be reported to the agency head or executive team for whole‑of‑agency assessments, or to the relevant branch or division leader if the assessment is more limited.
  • Decide who is best placed to complete the assessment. In many cases, using people from different areas and disciplines will help ensure the information is accurate and comprehensive.
Completing the self-assessment
  1. Read the introduction and familiarise yourself with your integrity dashboard (Tab 1).
  2. Gather input from relevant people across the agency.
  3. Complete the assessments in Tabs 2–6, covering policies and procedures, leadership, people and culture, prevention of wrongdoing, and oversight and accountability.
  4. Review your integrity dashboard (Tab 1)
  5. Develop an action plan in Tab 7 using the Integrity Action Planning Guide.

You can select N/A (not applicable) to tailor the assessment to your agency, but this option should be used carefully.

  • Measures marked as N/A are not included in the score and do not appear in the action plan. This means any related areas for improvement may be missed.
  • Using N/A too often may point to gaps in the assessment. Always consider whether a measure truly does not apply, or whether there is an opportunity to improve current practices.
  • Marking several measures as N/A can make overall results look stronger than they really are, so it’s important to make sure all relevant aspects of integrity are properly assessed.
Taking steps to strengthen the reliability of results
  • Check responses against other data
  • Do spot checks or sample reviews
  • Ask peers or colleagues in other areas to review results
  • Link to evidence such as policies, training records, meeting minutes or survey results
  • Run focus groups

Check out this how-to video on using the tool.

2:07

Integrity Self-Assessment Tool - Video guide

Tips for using the tool

  • Avoid treating it like a tick and flick exercise – a great integrity culture goes beyond compliance
  • You can use it in conjunction with other assessment tools, including the Assessing Corruption Control Maturity guide
  • Many of the measures are subjective, and people might have different views – and that’s okay! The most effective assessments are built through discussion and consensus
  • You can add measures that are relevant to your agency/team
  • Be clear on who will be involved in completing this work and be realistic about timeframes. 

Building a strong integrity culture is an ongoing process, not a one‑off task. Agencies are encouraged to repeat the self‑assessment regularly to track progress. The results should be seen as a positive step to understand where the agency is now and where it can improve.

For more information or for support using the tool, please contact us

Key sources

Key sources including legislation, policies and other resources.

Relevant NSW legislation
NSW Government policy
Agency specific policies
  • Agency specific codes of conduct
  • Agency specific values (if any)
  • Performance management frameworks
  • Integrity related agency policies such as:
    • Acceptable use of technology
    • Access to government information
    • Bullying and harassment free workplace
    • Complaints and investigations
    • Conflicts of interest
    • Financial and employment delegations
    • Fraud and corruption control
    • Gifts and benefits
    • Privacy management
    • Procurement
    • Public interest disclosure
    • Records management and access to government information
    • Recruitment and employment
    • Risk management
    • Unlawful sex discrimination and harassment prevention
Other resources
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