The reality is that, as a councillor, some people will assume the worst about you. Some will assume you’re in the role for personal gain or even that you’re corrupt. That’s a tough starting point, because it puts you immediately on the back foot in terms of public trust in both you and your decisions.
This makes properly declaring and managing conflicts of interest all the more important. If you get it wrong, you’re not just risking consequences for yourself and potentially the organisation, you’re reinforcing the negative stereotypes people have about politicians – that you’re in it for your own benefit. And you're adding another reason to the list as to why the public shouldn't trust you or any other politician.
In this article, we dive a bit deeper into this public perception about politicians and share three common pitfalls when it comes to deling with conflicts of interest as a councillor.
We’ve all heard conversations at family BBQs or in community discussions that sound something like this:
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“Councillor X had the road to their house sealed – they’re all so dodgy.”
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“Councillor Y just voted for that development – it’s a rort. They’re only in it for their developer mates.”
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"Councillor Z is only doing it for kickbacks.”
While some councillors have been implicated in serious misconduct and corruption, the vast majority are highly ethical individuals who are deeply committed to serving the public interest. But as one bad apple really does spoil the bunch, these stereotypes persist and influence how communities perceive local government and the decisions that you make as a councillor.
Perceptions of corruption are also a significant challenge for councillors. In Australia, recent surveys have highlighted a high perceived prevalence of corruption within government from communities. This is depsite Australia ranking 10th in the world in the
Transparency International's annual Corruption Index.The
Australia Institute Survey (2023) of 1,535 Australians found that 68% perceive corruption as common in local governments, ranking just below state and territory governments (69%) and above the federal government (66%). Whilst t
he Australian Institute of Criminology Community Perceptions Survey (2023) found that a substantial minority of respondents believed over half of all politicians and government institutions were involved in corruption. Younger people, those unemployed, First Nations respondents, and those living in disadvantaged areas perceived the highest levels of corruption.
These findings suggest that, even when councillors act ethically, public trust remains fragile. Missteps in managing conflicts of interest can reinforce the broader narrative and pervasive stereotypes that councillors are only acting for personal gain and to line their own coffers.
Understanding common pitfalls can help councillors navigate conflicts of interest more effectively. Remembering that it is always your responsibility as a councillor to be across your personal circumstances and to know whether you have a personal interest that is in conflict with your public duty. When doing this, always go back to the definitions in the
Model of Code of Conduct to determine what kind of conflict of interest you have and how you must declare and manage it.
So what are some of the common traps councilllor's face when it comes to conflicts of interest? Here are three that we see:
The first trap is simply not seeing that a conflict exists. Even high-profile politicians have fallen into this trap, sometimes with career-ending consequence. Human psychology plays a role:
- Self-deception & blindspots: We justify our own actions to protect our self-image.
- Cognitive biases: Confirmation bias can make us downplay information that signals a conflict.
- Emotional attachments: Relationships, financial ties, or loyalty to a cause can cloud judgment.
To address this risk, it is essential that you understand the different types of conflicts of interest that need to be declared and managed under the Model Code of Conduct. When reviewing your council business papers, be methodical about identifying any private interests that could conflict with your duty to the public. And keep this top of your mind when attending briefings or workshops.
If you are ever in doubt about whether a conflict of interest exists, don’t rely on your own judgement. Ask someone who can be objective and honest with you about how it would be perceived by the community. If necessary, seek professional advice.
Even when you recognise you have a conflict, it can be tempting to minimise its significance, especially if you care deeply about the issue. As the infamous Hamilton musical notes, it’s human to “want to be in the room where it happens.”
This temptation is particularly strong with non-pecuniary conflicts of interest, where a judgement call needs to be made whether the interest is significant or non-significant. There is a big difference between managing a non-significant interest (where you can stay in the Chamber and vote) and a significant one (where you must step out).
Councillors can downplay conflicts of interest for a few common reasons:
- Desire to influence outcomes: Councillors may feel strongly about a project or decision and want to participate in shaping the outcome.
- Underestimating the risk: They may believe the conflict is minor or “harmless,” underestimating how it could be a breach the Code of Conduct.
- Cultural pressure: A culture of familiarity or informal norms within the council may make it seem acceptable to stay involved, even when a conflict exists.
Staying in the Chamber when you should step out can seriously undermine public trust, and will reinforce the perception that councillors are self-interested or corrupt. It can also lead to serious personal consequences for breaching the Code of Conduct.
To manage this risk, we recommend erring on the side of caution and as the saying goes “if in doubt, step out”. It is far easier to justify your actions afterwards if you have prioritised transparency and integrity.
As you gain experience as a councillor, it can be easy to become complacent about your responsibilities - assuming that everyone “knows the rules” or that minor oversights don’t matter.
But this is a misconception. Experienced councillors are expected to know the rules in-depth, particularly if they have attended multiple training sessions on the Code of Conduct and conflict-of-interest obligations. They are also expected to uphold them, and the consequences tend to be much greater because of these two reasons..
Why does complacency creep in?
- Council culture: A relaxed or informal culture can create a sense that rules are optional.
- Familiarity: Long-standing relationships with other councillors or staff may make it tempting to assume shared understanding and leniency.
- Overconfidence: Experience can lead councillors to underestimate the scrutiny of their actions.
Even small lapses, such as inconsistent or delayed declarations of interests, can also reinforce public stereotypes that councillors prioritise personal gain over community interests. And again, it can lead to serious personal consequences for breaching the Code of Conduct.
To manage this risk, treat every decision with the same care and transparency as you did when you first started in your role as councillor.
The perception of corruption in local government is real - even if it is misplaced. Added to this, councillors operate in an environment where the public will assume the worst about your interests and actions. This makes properly managing conflicts of interest a key skill for all councillors – new and experienced.
Even minor oversights can reinforce negative stereotypes and damage both your reputation and the integrity of the council. By actively recognising conflicts, stepping aside when required by the Code of Conduct, and avoiding complacency as you gain experience, councillors can strengthen public confidence in themselves and local government.
“Every time a councillor declares a conflict of interest, they send a clear message: community comes first.”
Emma Broomfield - Founder & Lead Facilitator, Locale Learning
If you want to strengthen your council’s approach to conflicts of interest and the Code of Conduct, we can help. Consider booking a refresher training session to ensure your councillors are confident and compliant in fulfilling their duties.
Get in touch today to find out how we can help. Contact our Founder & Lead Facilitator, Emma Broomfield on 0421 180 881 or contact@localelearning.com.au for a confidential and obligation free conversation.
