The Code of Integrity for Sport and Recreation (Integrity Code) is a key tool to strengthen integrity across sport and recreation in Aotearoa. It provides a shared foundation to keep participants safe, underpinned by six minimum standards that set clear expectations and guide responses when things go wrong.
But what does the Integrity Code look like when put into practice?
At the National Sport and Recreation Integrity Wānanga in March, a panel of sector leaders shared their experiences as part of a pilot group working towards Integrity Code adoption. They reflected on the challenges they faced and the benefits they have seen.
We share this summary with thanks to our panel participants:
Facilitator: Paul O’Neil, General Counsel, Sport Integrity Commission Te Kahu Raunui
Ash Peters, Founder, WORD Youth MTB Adventures
Belinda Edwards, Chief Executive, Basketball New Zealand
Jonathan Jansen, Chief Executive, New Zealand Esports Foundation
Josie Fitzsimons, Community and Participation Manager, Special Olympics New Zealand
Challenges: Resources, scale and decentralised environments
Panellists highlighted that integrity challenges were different depending on the organisation’s context. Jonathan Jansen spoke about accountability in online environments, while Ash Peters was direct about reality of limited resourcing for small or volunteer-led organisations.
For larger organisations, scale and decentralisation can make consistency difficult. Belinda Edwards reflected:
"“The biggest challenge for us is inconsistency … And because of the inconsistency, we don’t have visibility on what the real issues are currently. And for us that’s a real challenge.”"
Belinda Edwards
Josie Fitzsimons described the difficulties of supporting volunteer-led clubs around the country while ensuring safe environments for everyone involved.
Across the panel, integrity was framed as a real and immediate issue affecting safety, wellbeing and trust.
Benefits: Protection, trust and shared understanding
Panelists described the benefits of the Integrity Code as practical and, in some cases, invisible.
"“I think the biggest benefit is a silent one. It’s one that we’re never actually going to see... It’s the things that don’t happen because we adopted the Code.”"
Jonathan Jansen
For Belinda Edwards, the real value was in the way the Integrity Code helps build trust and confidence across basketball spaces by making expectations and reporting pathways clear.
"“The last thing we want [is] kids, volunteers, coaches, referees walking away because they don’t feel supported.”"
Belinda Edwards
Jodie Fitzsimons underscored the value of a shared framework and language that brings organisations together around a common purpose.
"“I think having that common language, and all being in the same waka together... Having something that unites us and has robustness and rigour behind it is really helpful.”"
Josie Fitszimons
Making integrity last
Panellists agreed that a lasting culture of integrity can’t rely on one or two passionate individuals. Instead, it must be embedded in culture, governance and everyday operations.
Ash Peters emphasised the role of intentional leadership in building systems that endure, while Jonathan Jansen warned against relying on individual champions.
For Josie Fitzsimons, clearly articulating an organisation’s “why” helps embed integrity into all parts of an organisation rather than being treated as a standalone project.
"“As an organisation, you have to really articulate and believe in your why ... so that it’s embedded in how you behave and everything you do ... It’s not just a pillar of work out to the side that can never be completed: it’s about taking that big belief in the direction and embedding it everywhere the organisation operates, so it’s hard to shake if one person leaves.”"
Josie Fitzsimons
Collaborating for success
Panellists spoke about the value of consultation, collaboration and shared learning. Working alongside peer organisations and the Commission helped reduce duplication and provided access to specialist expertise.
"“The Sport Integrity Commission is filled with experts who live and breathe this stuff. In the same way we live and breathe our sports, integrity is something they do every single day. Being able to tap into that expert knowledge and those resources to get you to a certain level - why wouldn’t you?”"
Jonathan Jansen
Looking ahead
Panellists emphasised that the Integrity Code and its resources must continue to evolve. What they want most is clear, practical and accessible guidance that connects policy to everyday actions on the ground.
"“That interface between intention and real‑world application is a real challenge. People on the ground want to do the right thing, but they need clearer direction and guidance to connect those two things.”"
Josie Fitzsimons
Final thoughts
Belinda Edwards, whose organisation is working towards adoption, encouraged organisations to start conversations early.
"“Start now... Start having those conversations at a governance level. Start the work. Integrity is important.”"
Belinda Edwards
Ash Peters challenged organisations to think about their responsibility to participants:
"“Why not? ... This stuff is so important. At the end of the day, can you put your hand on your heart and say, ‘I did everything I could?’”"
Ash Peters
Jonathan Jansen encouraged leaders to consider the cost of not adopting the Integrity Code and emphasised that adoption isn’t necessarily a difficult process.
"“It might actually be easier than you think... We quickly found it was easier than expected. The team was fantastic in helping us adopt and transition. And for organisations that already have a focus on integrity and policies in place, there’s often a significant amount of overlap. You might be surprised. ”"
The Code of Integrity for Sport and Recreation (Integrity Code) is a key tool to strengthen integrity across sport and recreation in Aotearoa. It provides a shared foundation to keep participants safe, underpinned by six minimum standards that set clear expectations and guide responses when things go wrong.
But what does the Integrity Code look like when put into practice?
At the National Sport and Recreation Integrity Wānanga in March, a panel of sector leaders shared their experiences as part of a pilot group working towards Integrity Code adoption. They reflected on the challenges they faced and the benefits they have seen.
We share this summary with thanks to our panel participants:
Facilitator: Paul O’Neil, General Counsel, Sport Integrity Commission Te Kahu Raunui
Ash Peters, Founder, WORD Youth MTB Adventures
Belinda Edwards, Chief Executive, Basketball New Zealand
Jonathan Jansen, Chief Executive, New Zealand Esports Foundation
Josie Fitzsimons, Community and Participation Manager, Special Olympics New Zealand
Challenges: Resources, scale and decentralised environments
Panellists highlighted that integrity challenges were different depending on the organisation’s context. Jonathan Jansen spoke about accountability in online environments, while Ash Peters was direct about reality of limited resourcing for small or volunteer-led organisations.
For larger organisations, scale and decentralisation can make consistency difficult. Belinda Edwards reflected:
"“The biggest challenge for us is inconsistency … And because of the inconsistency, we don’t have visibility on what the real issues are currently. And for us that’s a real challenge.”"
Belinda Edwards
Josie Fitzsimons described the difficulties of supporting volunteer-led clubs around the country while ensuring safe environments for everyone involved.
Across the panel, integrity was framed as a real and immediate issue affecting safety, wellbeing and trust.
Benefits: Protection, trust and shared understanding
Panelists described the benefits of the Integrity Code as practical and, in some cases, invisible.
"“I think the biggest benefit is a silent one. It’s one that we’re never actually going to see... It’s the things that don’t happen because we adopted the Code.”"
Jonathan Jansen
For Belinda Edwards, the real value was in the way the Integrity Code helps build trust and confidence across basketball spaces by making expectations and reporting pathways clear.
"“The last thing we want [is] kids, volunteers, coaches, referees walking away because they don’t feel supported.”"
Belinda Edwards
Jodie Fitzsimons underscored the value of a shared framework and language that brings organisations together around a common purpose.
"“I think having that common language, and all being in the same waka together... Having something that unites us and has robustness and rigour behind it is really helpful.”"
Josie Fitszimons
Making integrity last
Panellists agreed that a lasting culture of integrity can’t rely on one or two passionate individuals. Instead, it must be embedded in culture, governance and everyday operations.
Ash Peters emphasised the role of intentional leadership in building systems that endure, while Jonathan Jansen warned against relying on individual champions.
For Josie Fitzsimons, clearly articulating an organisation’s “why” helps embed integrity into all parts of an organisation rather than being treated as a standalone project.
"“As an organisation, you have to really articulate and believe in your why ... so that it’s embedded in how you behave and everything you do ... It’s not just a pillar of work out to the side that can never be completed: it’s about taking that big belief in the direction and embedding it everywhere the organisation operates, so it’s hard to shake if one person leaves.”"
Josie Fitzsimons
Collaborating for success
Panellists spoke about the value of consultation, collaboration and shared learning. Working alongside peer organisations and the Commission helped reduce duplication and provided access to specialist expertise.
"“The Sport Integrity Commission is filled with experts who live and breathe this stuff. In the same way we live and breathe our sports, integrity is something they do every single day. Being able to tap into that expert knowledge and those resources to get you to a certain level - why wouldn’t you?”"
Jonathan Jansen
Looking ahead
Panellists emphasised that the Integrity Code and its resources must continue to evolve. What they want most is clear, practical and accessible guidance that connects policy to everyday actions on the ground.
"“That interface between intention and real‑world application is a real challenge. People on the ground want to do the right thing, but they need clearer direction and guidance to connect those two things.”"
Josie Fitzsimons
Final thoughts
Belinda Edwards, whose organisation is working towards adoption, encouraged organisations to start conversations early.
"“Start now... Start having those conversations at a governance level. Start the work. Integrity is important.”"
Belinda Edwards
Ash Peters challenged organisations to think about their responsibility to participants:
"“Why not? ... This stuff is so important. At the end of the day, can you put your hand on your heart and say, ‘I did everything I could?’”"
Ash Peters
Jonathan Jansen encouraged leaders to consider the cost of not adopting the Integrity Code and emphasised that adoption isn’t necessarily a difficult process.
"“It might actually be easier than you think... We quickly found it was easier than expected. The team was fantastic in helping us adopt and transition. And for organisations that already have a focus on integrity and policies in place, there’s often a significant amount of overlap. You might be surprised. ”"
