1. Integrated integrity: embedding ethical & anti-corruption practices Flemish government authorities Committee of the Regions, 19th May 2015

2. Back to basics: foundations and structures 2005: Flemish government takes official decision to start integrated and coordinated integrity policy Foundations integrity programme: -Internal Audit division (Audit Vlaanderen) -Ombudsdecree & whistleblower regulation -Code of conduct (1998, 2006, 2011) -Staff regulations -Integrity officer -Dilemma trainings

3. Integrity: broad concept, broad approach proper use of means + proper behaviour towards people ->Multidisciplinary approach Founded on 3 pillars: Prevention Detection/Control Reaction/Sanction -> balance in 3 pillars Ombud s service HR Rules & Regulations Diversity

4. Towards integration Getting experts revelant related domains involved –Central: (virtual) integrity office –& in the different entities of organisation: integrity network Leads to multidisciplinary approach (in policy, instruments and implementation)

5. (virtual) integrity office (since 15 March 2012) Gathering central integrity key players : –Internal audit –Well-being –Social services –Diversity & equal opportunities –Training & support (made to measure) Main goals: Policy advice Developing integrity tools Measuring and evaluation of policy results Gathering and analyzing results of integrity key players Integrated instruments: central channel to report wrong-doings Centre of integrity expertise (gathering good practices at home & abroad) Core actors deal with integrity cases Communications

6. Integrity network At least 1 integrity contact person in each entity (today 133 members) Interaction: policy entire organisation and implementation and integrity practice in entities Bringing multidisciplinary group of entity key players together Exchanging knowledge via online platform and two network gatherings a year (kick-off 10th April 2014 Integrity event (210 attendants))

7. Embedding integrity in different domains of expertise (1) HR Staff survey Yearly appraisals Manage ment code Coaching managers (ethical leadership- Introduction new employees/ swearing in civil servants Recruitme nt & selection Trainings (dilemmatrainin g, summer schools on integrity eg social media, mobile workforce Sanctions

8. Embedding integrity in different domains of expertise (2) Well-being Centre of expertise Integrity & well-being Uniform registration system Central point of contact reports integrity & well-being

9. Central point of contact: report wrong doings integrity & well-being Spreekbuis for members of staff facts & figures 2014: - 274 contacts (183 email + 91 telephone) - 87 cases, 3 main categories: Well-being at work: 84.6% (top 3: bullying, conflicts, performance appraisals) integrity: 12.8 % (improper use means: 7.7%, improper behaviour vs people: 5,1%) issues private life: 2.6% Parallel workflow from report to case management 1700 for citizens, businesses… facts & figures 2014: - 175 questions and reports related to integrity & well-being, - 15 of which on integrity issues Flemish government authorities

10. Embedding integrity in different domains of expertise (3) Audit, organisational development, risk management, BCM Manual integrity for entities Internal audits including integrity Integrity risk analysis Identification and measure vulnerable functions Manual communi cation integrity crisis Audits local governments: cities & municipalities

11. Embedding integrity in different domains of expertise (4) Rules & Regulations / Public procurement Decree good governance Staff regulations/ code of conduct Project ‘sanctions’ Model letter to suppliers Research black list corrupt suppliers Regulations revolving door schemes

12. Looking back and forward: lessons learned & challenges Lessons learned -Concept of integrity: make it concrete by linking it to different relevant domains -Get key actors (central and in entitities) in those domains involved -Concrete initiatives often result of fruitful cooperation between individuals, case related questions, hot topics -Good interaction between policy and practice is must -Integrity officer coordinates -Integrity officer + colleagues in all entities to bring policy into practice Challenges No judicial framework No budget and limited designated staff Scope & delimitation Commitment key players Finding relevant and measurable parameters Sanction policy: in search of fair and effective sanctions

13. Contact integriteit@vlaanderen.be www.bestuurszaken.be/integriteit http://governance-flanders.be/integrity-0 kristien.verbraeken@kb.vlaanderen.be Tel + 32 499 77 20 88 Twitter: @javamoka LinkedIn: be.linkedin.com/in/kristienverbraeken