Do the principles for public life that were established in the UK three decades ago still have relevance for local government in Australia today? Absolutely!
Super Charge Your Governance: Seven Best-Practice Principles for Local Government
Across both Australia and New Zealand, we often see incidents where the actions and behaviours of a minority of those involved in local government do not meet the high levels we ought to be able to expect from our leaders. The high profile that these cases often receive risks engendering a lack of community confidence in local government more broadly.
The issue of governance – or rather ‘poor’ governance - is increasingly featured in media reports about local government. We have seen this in both Western Australia and South Australia, as well as in New Zealand where voting in local elections is not compulsory – thus making citizens in those jurisdictions increasingly less likely to engage at all with their local council.
Examples of ‘not so good’ governance practices
Governance is an often misunderstood and much maligned term. Perhaps the best and most useful definition is offered by a Dutch academic Mark Bevir: ‘all processes of governing, whether undertaken by a government, market, or network, whether over a family, tribe, formal or informal organisation, or territory, and whether through laws, norms, power, or language’.
Within local government, this typically means governance is often at the ‘grey zone’, around the space where politicians and officers interact. Most typically, this will relate to the interactions between the mayor or president and the general manager or chief executive. A very clear and concise illustration of this relationship (and other important local government activities) can be seen in this excellent video from the City of Vincent in Western Australia.
Against this background, we can explore recent incidents from across Australia and New Zealand where the actions of individuals within local government have been questioned and clearly do not represent good governance practices:
- Recent ICAC and IBAN reviews from New South Wales and Victoria respectively have reported relationships between those elected to council and developers which were corrupt. In these circumstances – and unfortunately in other well documented cases - mayors, councillors and sometimes council employees have acted in their own self-interest rather than in the interests of the community they supposedly serve.
- Alongside overt corruption, local government is all too often impacted by what has been termed ‘rich country corruption’. This involves issues such as ‘mates’ rates’, blind eyes being turned, favours being done or simply the act of lobbying. All of these activities tinge local government and do little to raise the standard of behaviour or the reputation of our councils amongst the wider population.
- All too frequently individuals stand for election – and find themselves elected - without either knowing about the role of local government or what exactly being a councillor (or mayor) involves. This often leads to elected representatives infringing into areas of responsibility that quite clearly are the remit of officers.
- The conduct of some involved in local government can raise eyebrows too. Recent examples have included councillors suggesting they settle disagreements like ‘real men’ – i.e. violently, chief executives attempting to censure councillors on important public issues and a chief executive orchestrating a video of councillors congratulating the mayor on his birthday!
What can we learn from the UK?
Given the instances described above, how might we expect our civic leaders to conduct themselves? One simple ‘check list’ which is an excellent starting point, is a set of seven principles, the so-called ‘Nolan Principles’ which emerged from a scandal ridden period in the UK Government in the 1990s. These seven Principles are:
Selflessness
Holders of public office should act solely in terms of the public interest.
Integrity
Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships.
Objectivity
Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.
Accountability
Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this.
Openness
Holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing.
Honesty
Holders of public office should be truthful.
Leadership
Leaders in public office should strive to exhibit these principles in their own behaviour and treat others with respect. They should actively promote and robustly support the principles and challenge poor behaviour wherever it occurs.
Given that many citizens are becoming increasingly suspicious of the institutions of both government and governance, the Nolan Principles, while developed 30 years ago, still resonate. They help to strengthen public institutions, making it harder for individuals to abuse positions of power.
All decisions taken by mayors, councillors and council employees could and should be judged against the Principles. If this were done, then citizens would have both greater insight into decision making, which in turn would lead to greater confidence in our local councils and hopefully enhanced levels of engagement. These Principles should be supported by training and support for councillors and staff to ensure they are well understood and that roles are responsibilities are clearly defined. This can only be better for local democracy.
By Dr Andy Asquith
Dr Andy Asquith is an Industry Fellow specialising in Local Government at the Centre for Local Government at the Institute for Public Policy and Governance.
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