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The Model Code of Conduct for Local Councils in NSW

The Model Code of Conduct for Local Councils in NSW. 2. The Model Code of Conduct. Learning outcomes To know your obligations under the Model Code of Conduct To understand how the code operates in practice. 3. Why have a code of conduct.

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The Model Code of Conduct for Local Councils in NSW

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  1. The Model Code of Conductfor Local Councils in NSW

  2. 2 The Model Code of Conduct • Learning outcomes • To know your obligations under the Model Code of Conduct • To understand how the code operates in practice

  3. 3 Why have a code of conduct • Sets minimum standards of behaviour for council officials • Ensures consistency of standards across councils • Ensures public confidence in the integrity of council and the sector as a whole

  4. 4 To whom does the code apply • • Every council is required to have a code of conduct • Applies to “council officials” • elected councillors • the general manager • all persons employed by council • delegates of council • administrators

  5. 5 Council’s adopted code • Councils can adopt the Model Code without amendment • Amendments to the Model Code are only valid if they are not inconsistent with the Model Code • Amendment is not inconsistent because it imposes more onerous standard

  6. 6 Structure of the Model Code • • Part 1: Context – purpose & principles used to interpret the standards in the Model Code • Part 2: Standards of conduct – these are enforceable • Part 3: Procedures – guides the management of complaints about breaches of the code of conduct

  7. 7 Key principles • The Model Code is based on the eight key principles • Group exercise: The key principles and your council

  8. 8 Ethical decision making • • Is my decision • lawful • consistent with council’s policies and objectives • considered other parties • raise conflict of interests • in the public interest and can withstand public scrutiny

  9. 9 The Model Code standards • • General conduct • Conflict of interests • Personal benefits • Relationships between council officials • Use of information and council resources • Reporting breaches

  10. 10 General conduct obligations • • Avoid conduct that could constitute an act of • disorder or misbehaviour • Avoid conduct that is unlawful, improper or unethical • Exercise your powers in a proper and responsible manner • Treat others with respect

  11. 11 Conflicts of interests • • A conflict of interests exists where • you could be influenced or • a reasonable and informed person would perceive that you • could be influenced • by a personal interest when carrying • out your public duty

  12. 12 Conflicts of interests (continued) • You must identify potential conflicts of interests and resolve them in the public interest • Two types: - Pecuniary conflicts of interests - Non-pecuniary conflicts of interests

  13. 13 Overview Resolving Conflicts of Interests Less than significant non-pecuniary Significantnon-pecuniaryandpecuniary Must declare and nature of interest Must declare and nature of interest Explain why no further action required Leave the meeting area

  14. 14 Pecuniary interests • “Reasonable likelihood or expectation of appreciable financial gain or loss” • On your part or on part of associated person

  15. 15 Councillor pecuniary interest obligations • • Lodge initial and annual returns disclosing • required details • • Declare pecuniary interests at meetings • Leave meeting – out of sight

  16. 16 Designated persons’pecuniary interest obligations • Lodge initial and annual returns disclosing required details • Disclose interest to general manager who will deal with matter or refer it to someone else • General manager to disclose interest to council which will deal with matter or refer it to someone else

  17. 17 Declaration of pecuniary interests • Declaration must be made at meeting • Nature of the interest to be stated and recorded in minutes • Do not participate in the debate or the vote • Leave and remain out of sight of the meeting • Do not return until business completed

  18. 18 Non–pecuniary conflicts of interests • An interest that does not amount to a pecuniary interest under the Act • An interest giving rise to conflict as per clause 7.10 of Model Code • Model Code recognises two forms of non-pecuniary conflict of interests: - significant - less than significant

  19. 19 Managing non-pecuniaryconflicts of interests • • Consider the following • do you have a personal interest in a matter you are officially involved in? • public perception • is the conflict significant (clause 7.16 Model Code)? • if less than significant, minimum is: • disclosure in writing • record nature of interest in minutes • provide explanation of why you consider further action is not required

  20. 20 Managing non-pecuniaryconflicts of interests (continued) • • If you have a significant non-pecuniary conflict of interests then you must: • remove the source of the conflict, or • have no involvement in the matter

  21. 21 Staff conflicts of interests • • Must disclose personal interest as soon as possible • to supervisor or general manager • • General manager to give directions about staff • member’s involvement in matter • Staff required to consult with managers when deciding how to manage non-pecuniary conflict of interests

  22. 22 Exercise • Case Study: “Bowled Out?”

  23. 23 Non–pecuniary conflicts of interests – political donations • Political donations may give rise to a non-pecuniary conflict of interests • Some political donations require specific action to be taken

  24. 24 Non–pecuniary conflicts of interests – political donations • Must be treated in same way as a significant non-pecuniary conflict of interests if: - donation over $1000 (“reportable donation”) - received in the previous 4 years - donor has a matter before council

  25. 25 Exercise • Case Study: “Political Donation”

  26. 26 Secondary employment • Should not: • conflict with official duties or interfere with work • involve the use of council information, resources or time • discredit or disadvantage council

  27. 27 Exercise • Case Study: “Secondary Employment by Design”

  28. 28 Gifts and benefits • Two kinds: - token - of value

  29. 29 Gifts and benefits • Do not accept gifts or benefits of value • Never accept offer of money • Only accept gifts of token or nominal value that do not create a sense of obligation • Consider improper and undue influence

  30. 30 Exercise • Case Study: “Tickets for the State of Origin”

  31. 31 Roles of council officials • Councillors’ policy-making role • Role of general manager • Staff to undertake duties in diligent manner • Right to question unlawful directions

  32. 32 Interactions between council officials • • Councillors and staff must interact in an • appropriate manner • • Councillors must not seek to direct, influence • or interfere with staff in performance of their duties • Inappropriate interactions are a breach of the code

  33. 33 Exercise • Case Study: “Road to Trouble”

  34. 34 Meeting with developers • Staff must never meet alone and outside office hours with developers to discuss development applications or proposals • Avoid any suggestion of preferential treatment

  35. 35 Exercise • Case Study: “The Planner and Access”

  36. 36 Access to information • • Staff to provide full and timely information to councillors • in accordance with council procedures and law • • Information given to one councillor should, on request, • be available to all • Obligation on councillors/administrators to examine all information carefully in order to make well informed decisions on matters they are dealing with

  37. 37 Use of council information • • Confidential information must • not be used to harm council or anyone else • not be disclosed to unauthorised people • only be used for council purposes and • not be used for personal benefit • • You must protect personal information

  38. 38 Exercise • Case Study: “Keep it Confidential”

  39. 39 Use of council resources • Not to be used for personal or private purposes • Re-election is a personal interest on the part of a councillor

  40. 40 Exercise • Case Study: “A Drink for the Boys”

  41. 41 Exercise • Case Study: “Concrete Evidence”

  42. 42 Reporting breaches of the code of conduct • • Report breaches of the code of conduct to • the general manager, in writing • • Reports about general manager are to be • made to Mayor, in writing • Allegations of suspected breaches not to be made at council meetings or in public forums

  43. 43 Protected Disclosures • • Must be made to • council’s Protected Disclosures Officer or • general manager or • ICAC (corrupt conduct) • NSW Ombudsman (maladministration) • Department of Local Government • (serious and substantial waste) • • Must show or tend to show corrupt conduct, maladministration or serious and substantial waste

  44. 44 Complaints about staff, delegates & council committee members • • Complaints about staff to be made to general manager • • General manager may make enquiries, determines course of action • • Where general manager makes no enquiries must give reasons in writing • • Enquiries by general manager must comply with the • relevant industrial award and procedural fairness • Sanctions depend on the severity, scale and importance of the breach

  45. 45 Complaints about councillors and general manager • Complaints about councillors to be made to general manager • Complaints about general manager to be made to Mayor • General manager/Mayor assess complaint • Options for general manager/Mayor: - take no further action, giving reasons in writing - resolve using appropriate strategies - discontinue & refer to more appropriate body - refer to conduct review committee/reviewer

  46. 46 Conduct review committee/reviewer • • Council must appoint 3 or more persons independent of council to act as conduct reviewers: • can act for more than one council • must operate in accordance with guidelines, as a minimum • a sole reviewer can be chosen • committee must consist of at least 3 members

  47. 47 Role and procedures ofconduct review committee/reviewer • • Have same complaint handling options as general manager/Mayor • May make enquiries to establish the facts • of the allegation • • Operate according to rules of procedural fairness • • Make report/recommendation to council • Report on findings only at completion of deliberations

  48. 48 Sanctions • • Imposed after a determination that code has been breached by councillor or general manager • Council has range of options regarding sanctions: • - Censure the councillor • - Require an apology • - Counsel the councillor or general manager

  49. 49 Reporting on complaints • General manager: - must report annually to council on code of conduct complaints

  50. 50 Suspension of councillors– DLG and PIDT • • May suspend a councillor if • Behaviour has been disruptive over a period • More than one incident of misbehaviour • The pattern of behaviour is sufficiently serious to warrant suspension or • Single incident of misbehaviour is sufficiently serious • to warrant suspension

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