Misconduct Resistance Framework - Corruption and Crime ...

HOW DOES THE FRAMEWORK APPLY TO YOUR AGENCY?
The Misconduct Resistance Framework outlines the Commission’s view on what a whole of agency approach
to effective misconduct management should involve. It highlights the areas and issues that agencies should
address, and the outcomes they should strive to achieve.
The outcomes, and more specifically the twelve key elements which underpin them, provide the benchmarks
which agencies should use to assess their performance.
The key elements are not prescriptive in terms of how agencies should address them or which strategies they
should adopt. However, the Commission will use these elements as standards in its own review and monitoring
of the whole sector and individual agency performance in managing misconduct.
Agencies are not expected to implement the framework without first considering their needs and required
resources. Each agency should ensure that their approach to addressing the outcomes reflects their core
business and takes into account their risk environment. The size and complexity of misconduct resistance
systems and strategies will depend on the nature and extent of the misconduct risks faced.
The framework is intended to be a practical resource for agencies to assist them in the planning, implementation
and review of their own misconduct resistance efforts. Agencies can use it in a number of different ways,
depending on their needs:
– Those beginning to tackle the issue of misconduct resistance can use the framework to guide where to
start.
– Those with misconduct resistance strategies already in place can use the framework for self assessment and
progress monitoring.
– Any agency can use the framework at any stage to benchmark its performance as a whole (or individual work
areas) over time, and against the performance of similar organisations.
This framework is supported by the Misconduct Resistance Integration Guide and a series of targeted tools.
These provide more detailed and practical guidance on how to integrate misconduct resistance strategies into
existing agency governance and risk management systems. The Integration Guide provides a simple methodology
and a place to start using Focus Questions, Signs of Success and Ideas to Build Capacity.
WHO SHOULD USE THE FRAMEWORK?
The Misconduct Resistance Framework outlines an approach to managing misconduct that can be applied by
all public authorities in WA, including State government departments, boards, public utilities, local government
councils and universities. It has been written for public sector senior executives, councillors, managers and those
with specialist responsibilities for related areas in corporate governance.
Senior Executives: Chief Executive Officers (CEOs) of all agencies and councillors in local government have
primary responsibility for addressing integrity issues and misconduct matters as part of their wider governance
responsibilities. They also have a responsibility under the Corruption and Crime Commission Act 2003 to
report misconduct to the Commission and to ensure that the agency has the internal procedures and
environment that enables reporting to occur.
If you are a CEO or councillor the framework provides you with a model to meet these legal obligations, identifying
the strategic issues that need to be addressed for you to establish an effective misconduct resistance approach
within your agency. It also provides you with a review mechanism for monitoring and benchmarking your agency’s
progress against best practice outcomes.
Managers: If you are a manager or hold a specialist position within an agency, you are responsible for
implementing, integrating and monitoring misconduct resistance strategies within your agency on a day-to-day
basis. You can use the framework to support your accountability role and report to your senior executives, CEO
or council on the implementation and effectiveness of your agency strategies. You can also use the framework to
strengthen, monitor and evaluate your own business unit performance and progress.
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