Because Integrity Matters

Developing An Effective Integrity Program

SPORTS OFFICIATING INTEGRITY PROGRAM (SOIP)

Purpose and Components

Statement of Purpose: Trust and integrity lie at the heart of all sports officiating programs-trust in that the games are officiated fairly and assuring that officials act with integrity at all times. A formal, comprehensive, effective integrity _ program is essential to any officiating program-all sports at all levels. The purpose of this document is to outline what an effective integrity program would look like. While programs will differ based on the specific needs and resources of the organization, all effective programs must have the following set of core components.

1. Top Management Support – Building an effective integrity program requires a cultural shift. This can only occur when top management is committed to leading the initiative.   he culture shift involves moving from an environment where it is assumed that officials always act ethically to a more realistic approach recognizing that problems do occur. High ethical standards may not always be communicated well by the officiating organization or understood by officials. The focus should always be on prevention-preventing small problems from growing into large ones. When problems are detected, they need to be reported (anonymously when appropriate), investigated thoroughly, and corrected. It is essential that any new integrity program be deemed effective-a sham program is worse than not having a program at all.
2. Process Outline and Evaluation of High Risks – A process outline that defines the operational context in which the program must operate needs to be included. Evaluations of high risks that could give rise to litigation or liability and the likelihood and consequences of potential adverse events should also be included.
3. C. Policies and Procedures – Policies and procedures for compliance with applicable laws, regulations rules, and established policies should be These should include an acknowledgement reflecting the organization ‘s commitment to operating an effective Integrity Program, and the covered person’s understanding of the organization’s expectations of conduct.
4. Code of Conduct – While most officiating programs have a basic code of conduct for officials, it is often assumed that the code itself is sufficient to assure that officials consistently act ethically. The code needs to be developed with officials, tailored to the sport and the officiating organization, and d communicated clearly to all involved.
5. Integrity Officer – An integrity officer needs to be designated as the individual responsible for the integrity program. A detailed position description should be developed based on the needs and resources of the organization. The integrity officer would represent the organization, not the covered persons and not management.
6. Integrity Steering Committee – An Integrity Steering Committee, chaired by the Integrity Officer, would be comprised of a management representative, the human resources director (where appropriate), and at least one active official. The committee would exercise effective oversight of the program and would evaluate high risks and the likelihood and consequences of potential adverse events. The committee would make periodic reports to executive management and the board.
7. Reporting Violations and Unethical Behavior – The Integrity Program must include a means by which covered persons may report violations and other unethical behavior. Covered persons may report directly to the Integrity Officer or through a hotline (usually outsourced) to assure anonymity.
8. Disciplinary Action Against Violators – The Integrity Program should specify the consequences of violating the organization’s standards of conduct and policies and procedures. The written standards of conduct should also spell out the procedures for handling disciplinary problems and who will be responsible for taking appropriate action.     Many observers recommend publicizing disciplinary actions as that can have a deterrent effect. Matters related to integrity and the Integrity Program should also be communicated to covered persons.
9. Communications, Education, and Training – It is imperative that all new personnel be oriented and trained on the Integrity Program and that annual refresher training is conducted for all covered persons.
10. J. Monitoring the Integrity Program – The Integrity Program should be evaluated for effectiveness annually. This should include an evaluation for retaliation following investigations and a gap analysis of what is needed to make the Integrity Program achieve its goals.