| Abstract: | This article summaries conclusions from the New South Wales public sector component of the National Integrity System Assessment. The evidence here suggests that the NSW public sector integrity activity is relatively complex and that the existence of multiple integrity agencies has disadvantages for complainants, integrity agencies and agencies under their scrutiny. The coherence of the NSW integrity system must therefore be questioned. The capacity of integrity agencies is hard to determine, with money and staffing levels not in themselves resolving debate over where capacity ought to be directed. The evidence suggests that the long‐running debate between those who want capacity directed to coercive investigations and those who want it aimed at systemic and cultural change is a false one, with the best strategies coupling the two types of activity. Judgements differ on the consequences of public sector integrity activity. Greater agreement exists that integrity has improved over the last decade or so, but while external integrity oversight appears to be responsible for some of that improvement, activities within public sector agencies appear to have been equally important. |
