With ever-changing public sector environments, managing conflicts of interest will always be a source of concern for governments. What examples of good practice exist to deal effectively with conflicts of interest in the public service? These guidelines produced by the Organisation for Economic Cooperation and Development (OECD) aim to help governments review and modernise their conflict-of-interest policies in the public sector. The report highlights trends, approaches and models across OECD countries in a comparative overview that also presents examples of innovative and recent solutions.
A conflict of interest is an issue that comes between the public duty and private interests of public officials, adversely influencing their official duties. The guidelines establish core principles, policy frameworks and strategies adopted by institutions to manage conflict of interest concerns in the public service. The guidelines are also the first international standard for formulating and applying a conflict of interest policy. In 2003, OECD governments demonstrated their commitment to review and improve their policies in this area by approving these guidelines in the form of an OECD Recommendation.
There is not a ‘one size fits all’ answer to managing conflicts of interest. Specific national contexts should invariably taken into account. Critical elements and core principles can help officials to effectively address conflict of interest issues and shape policy:
- The public’s interest must always be at the forefront of any decisions made.
- Scrutiny and transparency should be supported.
- Organisations should develop a culture of intolerance towards conflicts of interest.
- Causes such as personal relationships and party-related business undertakings must be taken into account, rather than just financial conflict of interests.
- Organisational procedures should guide public officials towards disclosing conflicting private interests.
- Organisational strategies and practices should be developed that identify the variety of conflict of interest situations.
Management measures that ensure the policy framework is implemented cohesively in the workplace are also required:
- Senior managers should demonstrate a commitment to leadership.
- A climate of openness should be formed through publishing organisational rules and procedures and provision of advice to public officials. This aids in building partnerships with employees.
- Organisations should undertake periodic reviews of management arrangements to assess their vigilance towards potential risk areas.
- Management should be equipped to anticipate potential conflicts and take preventive action in emergent conflict situations, like screening applicants before employment. Policy mechanisms and procedures require regular review and updating to respond to the environment.
- Preventative measures need effective coordination. Once they are integrated into the organisation’s existing legal, institutional and procedural frameworks, they promote a culture where conflicts of interest are resolved appropriately.
- The private and non-profit sectors could play a role in keeping policy updated in the context of increased collaboration with public sector organisations. Both sectors can support the progress and implementation of conflict of interest policy for public officials.
