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Code of Conduct 
 
 
 
 
 
 

CODE OF CONDUCT 
OF THE 
FAR NORTH DISTRICT COUNCIL 
 
 
 

FOR: 
 
ELECTED MEMBERS OF COUNCIL 

COMMUNITY BOARD MEMBERS 

STAFF 

CONSULTANTS 

CONTRACTORS  
 
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Code of Conduct 
 
 
 
 
Table of Contents 
1. 
Introduction ............................................................................................................... 3 
1.1.  Why do we have a Code of Conduct?............................................................... 3 
1.2.  Terminology used in this Code .......................................................................... 3 
1.3.  What does the Code Do? .................................................................................. 3 
1.4.  Who is the Code for?......................................................................................... 4 
1.5.  Guidance and Objectives .................................................................................. 4 
2. 
Roles and Conduct.................................................................................................... 5 
2.1.  Elected Member’s Roles and Conduct .............................................................. 5 
2.2.  Mayor ................................................................................................................ 5 
2.3.  The Deputy Mayor ............................................................................................. 6 
2.4.  Committee Chairpersons................................................................................... 6 
2.5.  The Chief Executive .......................................................................................... 6 
2.6.  Staff, Contractors & Consultants ....................................................................... 7 
3. 
Responsibilities ......................................................................................................... 7 
3.1.  Decision Making ................................................................................................ 7 
3.2.  Predetermination or Bias................................................................................... 8 
3.3.  Confidential Information .................................................................................... 9 
3.4.  Conflicts of Interest............................................................................................ 9 
3.5.  Staff Conflict of Interest ................................................................................... 10 
3.6.  Examples of Conflict of Interest....................................................................... 11 
3.7.  Standing Orders .............................................................................................. 12 
3.8.  Ethics............................................................................................................... 12 
3.9.  Dress Code ..................................................................................................... 12 
3.10.  Disqualification of Members from Office.......................................................... 12 
3.11.  Handling Council information .......................................................................... 13 
3.12.  Responsibility for Public Funds ....................................................................... 13 
3.13.  Personal Behaviour ......................................................................................... 14 
4. 
Relationships and Behaviours................................................................................. 14 
4.1.  Relationships with Other Members ................................................................. 14 
4.2.  Relationships with Staff ................................................................................... 15 
4.3.  Relationships with the Community .................................................................. 16 
4.4.  Communications Protocol ............................................................................... 16 
4.5.  Private Communications between Elected Members and Staff ...................... 19 
4.6.  Political Neutrality............................................................................................ 20 
4.7.  Relationships with the Public........................................................................... 20 
4.8.  Public Statements and Contacts with the Media ............................................. 21 
4.9.  Representing the Far North District Council .................................................... 22 
4.10.  Defamation ...................................................................................................... 22 
5. 
Compliance and Review of Code of Conduct.......................................................... 22 
5.1.  Compliance ..................................................................................................... 22 
5.2.  Elected Members Monitoring Group................................................................ 23 
5.3.  Responses to Breaches of the Code............................................................... 23 
5.4.  Review............................................................................................................. 24 
6. 
Relevant Legislation ................................................................................................ 24 
7. 
Associated Documentation ..................................................................................... 24 
 
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Code of Conduct 
 
1. Introduction 
 
1.1. 
Why do we have a Code of Conduct?  
The Code of Conduct sets out the values, understandings and expectations agreed 
amongst the elected members, staff, contractors and consultants of the Far North 
District Council about the manner in which they conduct themselves. It includes 
understandings on behaviour towards one another and towards the public.  
 
Schedule 7 of the Local Government Act 2002 (the Act) requires each local authority to 
adopt a Code of Conduct for its elected members. Once adopted, all elected members 
are required to comply with the Code. While there is no statutory rule requiring there to 
be a staff Code of Conduct, Council has decided that it will promote a shared sense of 
purpose and vision if all people engaged in Council business at all levels are covered by 
the Code.  All participants to this Code acknowledge there are inherent differences 
between elected membership and salaried or contracted services performed by staff and 
consultants, and acknowledge that this unique approach by Council does not replace or 
diminish employment law or established Human Resources processes and procedures.   
 
A summary of this Code of Conduct, for easy reference, appears as Appendix 1 to this 
document.  
 
1.2. 
Terminology used in this Code 
  Staff includes all employees, casual labourers, consultants, and contractors 
who perform work for or on behalf of Council. 
  Elected member means the Mayor, Councillors and Community Board 
members elected to the Far North District Council and any of its Community 
Boards  
  'GMT'  means the General Management Team, comprised of the Chief 
Executive, General Managers, and HR Manager 
  Senior manager means the Chief Executive, General Managers and Group 
Managers of the Far North District Council 
  Middle manager means any staff member with 'manager' in their title, who 
reports to a Group or General Manager 
  Parties to this Code – means all persons listed above 
  Policy means any articulated statement of position adopted by either Council 
or GMT.  A distinction exists between Council policy, which relates to 
governance, and GMT policy, which relates to organisation management.  
Council does not develop or adopt GMT policy, nor vice versa.   
 
 
1.3. 
What does the Code Do?  
The Code sets out responsibilities in the areas of integrity, conduct and performance, 
and Council’s obligations to its employees, and vice versa. It recognises the work 
environment regularly requires judgements and decisions to be made in difficult and 
complex situations.  
 
The Code of Conduct is one of several documents that guide elected members, 
management and staff performance and behaviour.   These documents include: 
 
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  Professional group code of ethics (i.e. Engineers, Accountants, Planners) 
  Council's Policies  
 Disciplinary 
Policy 
 Employment 
contracts 
 Performance 
documentation 
 
1.4. 

Who is the Code for? 
This Code has been developed for Far North District Council and applies to all persons – 
elected members, employees, contractors or consultants – working with us. 
 
1.5. 
Guidance and Objectives 
This Code of Conduct provides guidance on the standards of behaviour that are 
expected from everyone. The Code applies to elected members, staff, contractors and 
consultants in their dealings with: 
 Each 
other 
  The Chief Executive 
  All staff, contractors and consultants employed by the Chief Executive on behalf of 
Council 
 The 
media 
  The general public 
 
The objective of the Code is to enhance: 
 
  The effectiveness of Council with statutory responsibilities for sound local 
government of the Far North District.  
  The credibility and accountability of Council within its community.  
  Mutual trust, respect and tolerance between all parties to the Code 
This Code of Conduct seeks to achieve its objectives by recording: 
 
  An agreed statement of roles and responsibilities.   
  Agreed general principles of conduct.  
  Specific codes of conduct applying to particular circumstances or matters. 
 
Elected members are primarily accountable to the electors of the district through the 
democratic process. However members must note that the Auditor-General may hold 
them to account for unlawful actions or expenditure, or for breaches of the Local 
Authorities (Members’ Interests) Act 1968. 
 
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2.  Roles and Conduct 
This part of the Code describes the roles and responsibilities of elected members, the 
additional roles of the Mayor, Deputy Mayor, Committee Chair, Chief Executive and the 
staff and contracted consultants of the Far North District Council. 
 
2.1. 
Elected Member’s Roles and Conduct 
Elected members of Council are responsible for: 
 
  The development and adoption of Council policy. 
  Monitoring the performance of Council against its stated objectives and policies. 
  Prudent stewardship of Council resources. 
  Employment of the Chief Executive. 
  Representing the interests of the residents and ratepayers of the Far North District 
Unless otherwise provided in the Local Government Act 2002 or in standing orders, 
Council can only act by majority decisions at meetings. Each member has one vote 
(and, in the case of a chairperson, a casting vote). Any individual member (including the 
Mayor) has no authority to act on behalf of Council unless Council has expressly 
delegated such authority. 
 
Elected members have specific obligations as to their conduct in the following legislation: 
 
  Schedule 7 of the Local Government Act 2002, which includes obligations to act as a 
good employer and to abide by the current Code of Conduct and standing orders. 
  The Local Authorities (Members’ Interests) Act 1968 which regulates the conduct of 
elected members in situations where there is, or could be, a conflict of interest 
between their duties as an elected member and their financial interests (either direct 
or indirect). 
  The Secret Commissions Act 1910, which prohibits elected members from accepting 
gifts or rewards that could be seen to influence their actions in a particular way. 
  The Crimes Act 1961 regarding the acceptance of gifts for acting in a certain way 
and the use of official information for private profit. 
 
All elected members of Council are required to adhere to a code of conduct. Adopting 
such a code is a requirement of the Local Government Act 2002. Once adopted, the 
code may only be amended by at least a 75% supporting vote of Councillors.    
 
 
2.2. Mayor 
The Mayor is elected by the district as a whole and as one of the elected members 
shares the same responsibilities as other members of Council.  
 
The Mayor also has the following additional roles as a: 
 
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  Presiding member at Council meetings. The Mayor is responsible for ensuring the 
orderly conduct of business during meetings (as determined in standing orders). 
  Advocate on behalf of the community. This role may involve promoting the 
community and representing its interests. Such advocacy will be most effective 
where it is carried out with the knowledge and support of Council. 
  Ceremonial head of Council. 
  Providing leadership and feedback to other elected members on teamwork and 
chairmanship of committees; and 
  Justice of the Peace (while the Mayor holds office). 
 
The Mayor must follow the same rules as other elected members about making public 
statements and committing Council to a particular course of action, unless acting in 
accordance with a delegation of authority from Council. 
 
2.3. 
The Deputy Mayor  
The Deputy Mayor must be elected by the members of Council at the first meeting after 
the local body election. The Deputy Mayor exercises the same roles as other elected 
members and if the Mayor is absent or incapacitated, the Deputy Mayor must perform all 
of the responsibilities and duties, and may exercise the powers of, the Mayor (as 
summarised above). The Deputy Mayor may be removed from office by resolution of 
Council. 
 
2.4. Committee 
Chairpersons 
Council may create one or more committees of Council.  A committee chairperson 
presides over all meetings of the committee, ensuring that the committee acts within the 
powers delegated by Council. Committee chairpersons may be called on to act as an 
official spokesperson on a particular issue. They may be removed from office by 
resolution of Council. 
 
 
2.5. 
The Chief Executive  
The Chief Executive is appointed by Council in accordance with Section 42 of the Local 
Government Act 2002. The Chief Executive is responsible for implementing and 
managing Council policies and objectives within the budgetary constraints established 
by Council. The Chief Executive employs all other staff on behalf of the local authority 
 
In terms of Section 42 of the Act, the responsibilities of the Chief Executive are: 
 
  Implementing the decisions of Council 
  Providing advice to Council and community boards 
  Ensuring that all responsibilities, duties and powers delegated to the Chief Executive, 
(and thence from the Chief Executive to other staff)  are properly performed or 
exercised 
  Managing the activities of Council effectively and efficiently 
  Maintaining systems to enable effective planning and accurate reporting of the 
financial and service performance of Council 
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  Providing leadership for staff 
  Employing staff (including negotiation of the terms of employment). 
 
2.6. 

Staff, Contractors & Consultants 
Staff, contractors and consultants are required to serve the Council of the day. They 
must act professionally and impartially, and ensure that the fulfilment of their duties 
maintains the confidence of Council. 
 
Staff, whether salaried or contracted, have a role in assisting with development as well 
as implementation of  policy. Staff are responsible for providing honest, impartial, and 
comprehensive advice to Council, for alerting Council to the possible consequences of a 
particular action, and where possible for offering alternative ways of achieving Council’s 
objectives. Officers should understand this vital role, and provide advice whether or not 
such advice accords with Council’s views.  Officers must also realise that elected 
members often need to take into account other factors before reaching a decision.  
 
Final decisions on policy are the prerogative of Council, and staff may not withhold 
relevant information from Council, nor seek to obstruct or delay a decision, nor attempt 
nor undermine or improperly influence Council policy (for example, by the unauthorised 
release of information by a staff member). 
 
Once the Council has made a decision, it is the duty of the staff member to implement 
that decision within the law, whether or not they agree with it. 
 
If staff find themselves in a situation where their conscience constrains them from 
carrying out a lawful instruction, they should discuss their circumstances and options 
with their immediate manager. They must not do anything to circumvent or undermine 
the Council’s policies or decisions. 
 
3. Responsibilities 
 
3.1. Decision 
Making 
The business of Council is done every day by making decisions. Some are made by 
elected members, meeting as Council. Others are delegated to the Chief Executive, who 
in turn sub-delegates to staff at various levels of the organisation. Effective governance 
occurs when an organisation’s structure and operating principles recognise, through 
effective delegation, the need to empower elected members and staff to make decisions 
at strategic and operational levels, as appropriate to their role. While the nature of those 
decisions is different, the process and the principles to be applied are the same. 
 
3.1.1. Council 
Decision-Making 
Council may only make decisions at Council meetings, and then should only make 
decisions on those matters that are accompanied by management staff reports. This is a 
necessary step in transparency and accountability.  It is needed to fulfil Council’s 
obligations for decision-making requirements of the Local Government Act 2002, and is 
an important safeguard for every member in terms of personal liability for those 
decisions. 
 
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Council may hear submissions and delegations, and, within the limits of the legislation, 
discuss matters raised from the floor of the meeting, however decisions should not be 
made unless the matter is properly considered as an item on the agenda accompanied 
by a written management report, unless there are compelling and urgent reasons to 
consider the matter immediately. 
 
The Local Government Official Information and Meetings Act 1987 recognises that 
urgent items, that is, matters not on the agenda, cannot always be avoided. Sections 
46A(7) or (7A) allow minor matters relating to the general business of the Council to be 
discussed but not acted upon (other than by reference to a subsequent meeting) where 
the presiding member explains at the beginning of the meeting that the item will be 
discussed.  Major items may only be dealt with at a meeting if the Council resolves 
accordingly and the presiding member explains at the meeting the reason why the item 
is not on the agenda and the reason why discussion cannot be delayed until a 
subsequent meeting. In either case the presiding member’s explanation must be made 
at a time when the meeting is open to the public. 
 
Where an item of urgency arises which legitimately can be decided, and the timing 
precludes the preparation of a management report, the presiding member will call for a 
verbal report from the relevant manager, which will address the significant implications 
arising from any proposed recommendations, such as fiscal, environmental and/or social 
implications. Staff will strive to ensure that advice meets relevant quality standards in all 
cases. 
 
3.1.2. Staff 
Decision-Making 
Staff make decisions every day in the course of doing their jobs. Not all are recorded, 
but staff should be aware that the decision-making requirements under sections 77, 78, 
80, 81 and 82 of the Local Government Act 2002 still apply.  
 
Staff must be mindful of especially those requirements concerning compliance with 
community outcomes and consultation with the community. Notice should be taken of 
the discretionary nature of compliance afforded to Council under section 79 of the Act in 
terms of the above provisions. Any decisions deemed “significant” under the Council’s 
Policy on Significance may need to be subject to the special consultative procedure set 
out in section 83 of the Act. 
 
Decisions made on day-to-day matters should wherever possible be evidenced by a 
written report, the detail of which is in proportion to the decision being made, and signed 
by the person with delegated authority to make it.  
 
3.2. Predetermination 
or 
Bias 
Elected members making decisions and staff exercising delegated authority are 
expected to approach decision making with an open mind, faithfully and impartially. This 
process requires the person making the decision to listen carefully to competing advice 
and to weigh up the pros and cons before making it. Where Council or a Standing 
Committee is hearing formal submissions on a particular issue, elected members should 
carefully avoid prior public comments which show a predetermined bias or inflexible 
attitude. 
 
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3.3. Confidential 
Information 
In the course of their duties the parties to this Code will occasionally receive information 
that may need to be treated confidentially. This will generally be information that is either 
commercially sensitive or is personal to a particular individual or organisation. 
 
Parties to this Code must not use or disclose confidential information for any purpose 
other than the purpose for which the information was supplied to the elected member. 
 
Parties to this Code should be aware that failure to observe these provisions will impede 
the performance of Council by inhibiting information flows and undermining public 
confidence in the Council. Failure to observe these provisions may also expose Council 
to prosecution under the Privacy Act 1993 and/or civil litigation. 
 
3.4. Conflicts 
of 
Interest 
Parties to this Code must be careful that they maintain a clear separation between their 
personal interests and their duties. This is to ensure that people who fill positions of 
authority carry on their duties free from bias (whether real or perceived).  
 
Elected members need to familiarise themselves with the provisions of the Local 
Authorities (Members' Interests) Act 1968 which concerns financial interests, and with 
other legal requirements concerning non-financial conflicts of interest.  Other parties to 
this Code shoud be familiar with the spirit of this Act. 
 
The Act provides that an elected member is disqualified from office, or from election to 
office, if that member is concerned or interested in contracts under which payments 
made by or on behalf of the local authority exceed $25,000 in any financial year. 
 
Additionally, elected members are prohibited from participating in any Council discussion 
or vote on any matter in which they have a pecuniary interest, other than an interest in 
common with the general public. The same rules also apply where the member's spouse 
contracts with the authority or has a pecuniary interest. Members must declare their 
interests at Council meetings where matters in which they have a pecuniary interest 
arise. 
 
Members shall annually make a general declaration of interest as soon as practicable 
after becoming aware of any such interests. These declarations are recorded in a 
register of interests maintained by Council. The declaration must notify the Council of the 
nature and extent of any interest, including: 
 
  Any employment, trade or profession carried on by the member or the member's 
spouse for profit or gain; 
  Any company, trust, partnership etc. for which the member or their spouse is a 
director, partner, trustee or beneficiary; 
  The address of any land in which the member has a beneficial interest and which is 
in the Far North District Council; 
  The address of any land where the landlord is the Far North District Council and: 
  The member or their spouse is a tenant, or 
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  The land is tenanted by a firm in which the member or spouse is a partner, or a 
company of which the member or spouse is a director, or a trust of which the 
member or spouse is a trustee or beneficiary; 
  Any other matters which the public might reasonably regard as likely to influence the 
member's actions during the course of their duties as a member. 
 
If the member is in any doubt as to whether or not a particular course of action (including 
a decision to take no action) raises a conflict of interest, then the member should seek 
guidance from the Chief Executive immediately. 
 
Parties to this Code must also guard against the impression that they are using their 
position to promote a private or personal interest (i.e. family and friends, or an interest 
arising from membership of clubs, societies, freemasons, trade unions, and voluntary 
bodies). They should disclose any such non-pecuniary interests in a matter arising at a 
Council or Committee or Community Board meeting, unless it is insignificant or common 
to the public as a whole 
 
Members may also contact the Audit Office for guidance as to whether that member has 
a disqualifying pecuniary or non-pecuniary interest. If there is a pecuniary interest, the 
member may seek an exemption to allow that member to participate or vote on a 
particular issue in which they may have a pecuniary interest. This must be done before 
the discussion or vote.  The Chief Executive must also seek approval from the Audit 
Office for contractual payments to members, their spouses or their companies that 
exceed the $25,000 annual limit. 
 
Failure to observe the requirements of the Local Authorities (Members' Interests) Act 
1968 could potentially invalidate the particular decision made, or the action taken, by 
Council. Failure to observe these requirements could also leave the elected member 
open to prosecution under the Local Authorities (Members' Interests) Act 1968. In the 
event of a conviction elected members can be ousted from office. 
 
3.5. 
Staff Conflict of Interest 
Staff (including contracted consultants) should perform their duties honestly and 
impartially, and avoid situations which might compromise their integrity or otherwise lead 
to conflicts of interest. 
 
The impartiality and integrity of staff is central to the maintenance of good governance 
and confidence in Council. 
 
Staff should not only avoid circumstances in which their personal interests conflict with 
the interests of the Council, but should also avoid those circumstances in which there 
could be the appearance of such conflict. 
 
The public must have no basis on which to believe that decisions are made or policies 
are applied unevenly. Staff must observe the principles of fairness and impartiality in all 
aspects of their work. 
 
In addition, staff should avoid any interest or undertaking that could directly or indirectly 
compromise the performance of their duties, or the standing of their department or the 
Council in its relationships with the public, clients or customers. 
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Staff should inform the Chief Executive where any actual or potential conflict of interest 
arises that impairs the full, effective, and impartial discharge of their staff member duties. 
The Chief Executive will then determine the nature and degree of the conflict as it relates 
to their staff member duties, and decide upon the best course of action to resolve it. 
Staff should not be in a management or supervisory role over a partner or family 
member. Staff need to ensure that any personal relationships in the workplace do not 
affect their work or that of others.  
 
3.6. 
Examples of Conflict of Interest 
The following examples illustrate the avoidance of conflict of interest but are not an 
exhaustive list. 
 
Being a client and incurring debt 
If a staff or elected member is a client of the Council, he/she must ensure that his/her 
personal dealings with the Council as a client are beyond reproach. 
 
This means that it is his/her responsibility to make every effort to ensure that he/she 
receives no overpayments and that he/she incurs no debt. If a debt is incurred through 
an overpayment, he/she must inform his/her manager or the Chief Executive 
immediately. 
 
Offers of gifts or gratuities 
Elected members and staff must not abuse their position for personal gain. They must 
not solicit or accept gifts, rewards or benefits which might compromise, or be seen to 
compromise, their integrity and the integrity of their department and the Council. 
 
As a general rule, a Councillor or staff member should not accept a gift (whatever its 
nature or value) if the gift could be seen by others as either an inducement or a reward 
which might place the employee under an obligation to a third party. 
 
There will be certain occasions (e.g. at a hui) where the differing cultural traditions of the 
Council staff or clients require an exchange of gifts. The Council is committed to meeting 
the needs of different cultures. If a gift is offered in these situations, it should be 
accepted. Each situation must be judged on its own merits and with cultural sensitivity. If 
a staff member is in this situation, it should be discussed with his/her manager to ensure 
that the decision is open to the closest scrutiny. 
 
Where gifts are offered or offers of inducement are made they should be reported by the 
Councillor or staff member to the appropriate manager or Chief Executive, who will 
determine the appropriate response. A Councillor or staff member who accepts a gift 
should declare the gift for a decision on final disposal. 
 
Other work or services – participation in Public Bodies or Voluntary Associations 
Elected members and staff are encouraged to participate in the activities of professional 
bodies and to hold office in such bodies. However, they should first inform the Mayor 
and/or the chief executive of their intentions, to ensure that no conflict exists between 
such participation and their duties and responsibilities for Council. 
 
Any undertaking of other work or services, whether paid or unpaid, may create a conflict 
of interest or compromise the Councillor’s or staff member’s work at the Council. The 
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member or officer needs to consider whether the other work or service could conflict with 
his/her Council duties, affect his/her efficiency or performance, or intrude on normal 
working hours. This may include: 
 Another 
job. 
  Sitting on a board, public body or voluntary committee. 
  Serving on other local bodies such as the District Health Board. 
  Working for an advocacy group. 
  Working as a volunteer for a community organisation. 
 
If a staff member is planning to commence other paid work or is considering other work 
(including voluntary work) or services that may conflict with his/her Council duties, 
he/she must discuss the matter with his/her manager and obtain agreement in writing 
before commencing the work. 
 
3.7. Standing 
Orders 
Parties to this Code must adhere to any standing orders adopted by Council under the 
Local Government Act 2002. These standing orders are subject to the same legal 
requirements as a Code of Conduct with regard to their adoption and amendment. 
 
3.8. Ethics 
Far North District Council seeks to promote the highest standards of ethical conduct 
amongst Parties to this Code. Accordingly, they will: 
  Claim only for legitimate expenses as laid down by any determination of the 
Remuneration Authority then in force, and any lawful policy of Council developed in 
accordance with that determination.  
  Not influence, or attempt to influence, any other party to this Code to take actions 
that may benefit the person, or the person’s family or business interests.  
  Not use Council resources for personal business (including campaigning).  
  Not solicit, demand, or request any gift, reward or benefit by virtue of their position.  
  Act in accordance with current Council policy in respect of the receipt or offering of 
gifts. 
 
3.9. 
   Dress Code 
When attending meetings of the Council, its standing committees and civic functions, or 
when representing the Council at any event, parties to this Code should maintain an 
appropriate high standard of dress. 
 
3.10. Disqualification 
of Members from Office 
Elected members are automatically disqualified from office if they are convicted of a 
criminal offence punishable by two or more years’ imprisonment, or if they cease to be or 
lose their status as an elector or are guilty of certain breaches of the Local Authorities 
(Members’ Interests) Act 1968. 
 
Under the Local Government Act 2002, local authorities, when adopting a Code of 
Conduct, must consider whether or not they will require members to declare whether 
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they are an un-discharged bankrupt. This Council believes that bankruptcy does raise 
questions about the soundness of a person’s financial management skills and their 
judgment in general. The Council therefore requires elected members who are declared 
bankrupt to notify the Chief Executive as soon as practicable after being declared 
bankrupt. 
 
3.11. 
Handling Council information 
All information created or used in the course of business (electronic or hard copy) 
belongs to the Council and therefore, parties to this Code have a responsibility to adhere 
to any information management policies and standards. 
 
Most information created and/or received at the Council is public information. This 
means that members of the public have the right to request that files be made available 
for viewing, or copies of documents provided. The Local Government Official Information 
and Meetings Act 1987 sets out our responsibilities in relation to the release of 
information, including what information may be withheld. 
 
However, some of Council’s information is confidential or sensitive. The Privacy Act 
1993 specifies restrictions applying to the collection and maintenance of personal 
information about any individual. Parties to this Code should take proper care with the 
use, exchange, storage and release of any information (whether electronic or written) for 
which they are responsible, to ensure it remains secure at all times and is only used for 
its intended purpose.  
 
Council's Legal Services team can help with queries. 
 
Parties to this Code have the responsibility to see that whenever possible business is 
conducted in ‘open’ meeting. Powers to exclude the public should be used only where 
prudent and necessary and for the reasons permitted by law. 
 
Business conducted where the public is lawfully excluded remains confidential and 
should not be disclosed to the public until either Council decides by resolution to make it 
public or the Chief Executive determines, in response to a request under the Local 
Government Official Information and Meetings Act 1987, or the Privacy Act 1993, that 
there is no longer good reason to withhold it under the Act. 
 
Subject to these Acts, parties to this Code will not communicate any information of a 
confidential nature. It is a grave betrayal of trust to disclose information while it is 
confidential or use such confidential information for private gain, or improper purpose. 
Should the release of politically sensitive material be required, parties to this Code 
should ensure that the Chief Executive is notified well in advance of any information 
release.  
 
Parties to this Code should be aware that failure to observe these provisions could 
impede the performance of Council by undermining public confidence in the Council. It 
may also expose Council to prosecution under the Privacy Act 1993 and/or civil litigation. 
It may be a disciplinary matter for staff. 
 
3.12. 
Responsibility for Public Funds  
All persons engaged in Council business must ensure that public funds or resources are 
used prudently, with integrity, honesty, and trustworthiness and should reflect: 
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  Behaviour that is sensible and reasonable for the particular circumstances. 
  Striking the right balance between initiative and retaining a level of responsibility 
consistent with the values and standards. 
  Encouraging a culture and style of work that provides an excellent standard of 
service to the public. 
 
3.13. Personal 
Behaviour 
All persons involved in Council business should avoid any activity (work related or 
private) that could reflect badly on the Council or jeopardise its relationship with 
stakeholders or the general public. Whether any such activity constitutes misconduct for 
staff will depend on the circumstances of the case and may vary according to: 
  The likely impact on the ability to carry out the role or employment 
  The nature and overall consequences of the activity 
  The effect or consequences of the activity on Council relationships with residents, 
customers or the general public. 
 
Minor offences against the law in a private capacity may be of no concern to Council 
where they do not involve breaches of trust or acts of violence, or otherwise impair the 
ability to carry out duties. However, each case will be considered on its merits. 
 
Staff, consultants and contractors must inform their manager/team leader/supervisor 
immediately of any criminal charge(s) laid against them and any conviction(s) received. 
 
Elected members must be aware that as well as reflecting badly on Council as a whole, 
serious misconduct can result in criminal charges that could disqualify them from office. 
The Local Government Act 2002 states that a member's position on Council is vacated if 
he or she is convicted of an offence punishable by a term of imprisonment of 2 years or 
more.  (Ceasing to be, or losing status as an elector, and certain breaches under the  
Local Authorities (Members' Interests) Act 1968 will also disqualify a member from 
office.) 
 
4.  Relationships and Behaviours 
This part of the code sets out the Council’s agreed standards of behaviour. Some of the 
matters described in this part of the Code reflect other legislation such as the Local 
Authorities (Members’ Interests) Act 1968. The balance of the Code is material that the 
Council has decided to include of its own initiative. 
 
4.1. 
Relationships with Elected Members 
Successful teamwork is a critical element in the success of any democratically elected 
organisation. No team will be effective unless mutual respect exists between members. 
With this in mind elected members will conduct their dealings with each other in ways 
that: 
 
  Maintain public confidence in the office to which they have been elected.  
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Elected members are servants of the public and they are indispensable to one 
another. Mutual respect between elected members is essential to good local 
government. 
 
A distinction needs to be drawn between the effectiveness of any policy and the 
management or implementation of that policy. Elected members may comment 
publicly on the effectiveness of any policy, but concerns about the management or 
implementation of that policy should be discussed in the first instance with the Chief 
Executive1.  
 
If elected members have concerns about the performance of another elected 
member, these concerns should be directed to the Mayor or, in the case of 
Community Board members, to the relevant Board chairperson.  
 
  Are open and honest, and focus on issues rather than personalities.  
It is important that in any dealings elected members should observe reasonable 
standards of courtesy, and that neither party should seek to take unfair advantage of 
their position.  
 
  Respect the focus and functions of various offices. 
Community Boards represent, and act as advocates for, the interests of their 
communities. They advise the Council on local needs, community views, and Council 
proposals affecting their wards. They are also able to make decisions on some 
projects at a local level. On other issues, they make recommendations to the 
Council.   
 
Councillors have a wider leadership role focussed on policy, budgets strategies and 
planning.  Their role is to participate constructively in the good governance of the 
District, to represent effectively the interests of the District and to champion the 
causes which best progress the interests and sustainability of the community, 
economy and environment. 
 
In practice the distinction between roles is less clear.  Overlaps are inevitable, 
particularly on significant local issues.  In such cases Councillors and Board 
members should work carefully to ensure other relevant elected members are kept 
advised of events, and ensure that – differences of opinion notwithstanding – a 
professional and courteous demeanour is maintained. 
 
 
4.2. Relationships 
with 
Staff 
 
The effective performance of Council also requires a high level of cooperation and 
mutual respect between elected members and staff. To ensure that level of cooperation 
and trust is maintained, elected members will: 
                                                 
1 E.g. Where an individual private development is approved (or not) by Council officers, in accordance with provisions of 
the District Plan, it is reasonable for an elected member to express reservations about the District Plan rules and whether 
those rules should be reviewed. It is not acceptable for the elected member to criticise the staff member for approving (or 
not) the individual application.  
 
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  Recognise that the Chief Executive is the employer (on behalf of Council) of all 
Council employees, and as such only the Chief Executive may hire, dismiss, instruct 
or censure an employee.  
  Make themselves aware of the obligations that the Council and the Chief Executive 
have as employers and observe those requirements at all times.  
  Treat all employees with courtesy and respect (including the avoidance of 
aggressive, offensive or abusive conduct towards employees).  
  Observe any guidelines that the Chief Executive puts in place regarding contact with 
employees  
  Not do anything which compromises, or could be seen as compromising, the 
impartiality of an employee.  
  Avoid publicly criticising any employee in any way, but especially in ways that reflect 
on the competence and integrity of the employee.  
  Raise concerns about employees only with the Chief Executive, and concerns about 
the Chief Executive only with the Mayor. 
 
It is not appropriate for elected members to approach staff and contractors directly 
regarding their performance, nor is it appropriate for elected members to comment 
publicly on the individual management or staff.  
Likewise, Council officers are expected to show respect for the office of the elected 
members and ensure that their comments enhance the reputation of the Council as a 
whole. 
If a staff member feels that he or she has not been properly treated with respect and 
courtesy, he or she should raise the matter with his or her line manager. The line 
manager shall refer the matter to the group manager who will take appropriate action, 
either by approaching the individual member or the CEO. 
Elected members should be aware that failure to observe this portion of the Code of 
Conduct may compromise the Council’s obligations to act as a good employer and may 
expose the Council to civil litigation and audit sanctions. 
 
4.3. 
Relationships with the Community 
Effective Council decision-making depends on productive relationships between elected 
members and the community at large.  Parties to this Code should ensure that individual 
citizens are accorded respect in their dealings with the Council and have their concerns 
listened to and deliberated on in accordance with the requirements of the Act.  Parties to 
this Code should act in a manner that encourages and values community involvement in 
local democracy. 
 
4.4. Communications 
Protocol 
 
4.4.1. Objectives 
Good communication, mutual courtesy and respect are critical in establishing and 
maintaining effective relationships throughout the Council. The Council's expectation is 
that the Mayor, Councillors and managers will lead by example. 
 
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4.4.2. Guiding 
Principles 
  It is important that there is good communication between the Mayor, Councillors and 
staff.  
  Parties to this Code are entitled to be treated with respect and with reasonable 
standards of politeness. 
  Subject to operational imperatives staff will at all times aim to respond effectively to 
communications from the Mayor and Councillors.  
  The Mayor and Councillors can expect staff to:  
 maintain 
confidentiality; 
 
 
perform their duties effectively, efficiently and with political neutrality;  
 
behave in a professional and courteous manner;  
 
be helpful to the Mayor and Councillors and respect their roles;  
 
avoid personal close familiarity with the Mayor and Councillors and not 
use their relationship with elected members to advance their personal 
interests or to influence decisions improperly;  
 
demonstrate an understanding of and support for the respective roles, 
workload and pressures of the Mayor and Councillors. 
  Staff can expect from the Mayor / Councillors:  
 
political leadership and direction;  
 
to be treated with respect, dignity and courtesy;  
 
an understanding of and support for respective staff roles, workload and 
pressures;  
 
not to be subject to bullying or undue pressure;  
 
not to be pressurised to deal with a matter outside of Council procedure 
or policy; 
 
not to have the Mayor or Councillors use their position or relationship with 
officers to advance their personal interests or those of others or to 
influence decisions improperly.  
  All involved in communicating within the organisation and externally will take care in 
statements made not to use profanities, immoderate or insensitive language nor 
inadvertently to become liable for defamation  
 
4.4.3. 
Asking for information 
The following process should be used: 
  The Mayor and Councillors will only seek information from staff that relates to the 
business of the Council and enables them to properly perform their functions.  
  Routine operational information requests (e.g. an update regarding a particular asset 
or the timing of scheduled works) may be directed to relevant activity managers.  
  Requests for service (e.g. to report damage to a Council asset) must be lodged via 
the 'Request for Service' system, by phoning 0800-920-029 (for urgent issues) or via 
council's website at www.fndc.govt.nz/contact/request-for-service.   
  For all other information requests, e.g. queries about Council policy or processes, 
should be directed to the Chief Executive, the relevant GMT member, or the 
Governance Services unit. 
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  When staff receive requests for information they should first ensure that they are the 
appropriate person to deal with the request.  If the request is redirected then the 
Mayor or Councillor concerned should be informed quickly.  (Staff support cannot 
extend beyond providing information and advice in relation to matters of Council 
business or beyond the bounds of whatever authority they have been given by their 
senior officer). 
  If the information requested is sensitive then the matter should be dealt with at GMT 
level.   
  When dealing with a request staff should try to respond promptly, taking account of 
the priority given by the Mayor / Councillor and their own service priorities. 
 
Priority given by Mayor / Councillor 
Usual timescale for response 
 
Emergency (this only applies in Within a working hour from receipt of 
extreme cases such as public safety,   the request 
noise etc) 
Important (this would be information  Within 2 working days from receipt of 
needed for a particular time limit) 
request 
Normal 
Within 5 working days from receipt of 
request 
 
  If a member of staff cannot reasonably deal with the request within these time limits, 
they will contact the Mayor or Councillor concerned to seek an agreed extended time 
period.  If agreement cannot be reached then the matter will be referred to a senior 
manager, or the chief executive.  
  Most correspondence will be open and may be copied as a part of the normal 
arrangements for dealing with the matter within it. The Mayor and Councillors may, 
from time to time, raise matters confidentially with staff and such confidences shall 
be respected.  Staff will not, without the agreement of the author, copy a letter 
marked as ‘private’ or ‘confidential’ or both from the Mayor or a Councillor to anybody 
else. 
  The Mayor and Councillors have rights to see most council information, but they do 
not have the right to see everything.  If a member of staff feels that there is a legal 
reason not to supply the information they will first consult the Chief Executive. 
 
4.4.4. Wider 
communications 
  Official communications letters and decision documents on behalf of the Council in 
relation to the Council’s functions should be made by the relevant member of staff. In 
some circumstances it may be appropriate for an official communication to be made 
by the Mayor or a Councillor and this should be undertaken in liaison with the 
relevant member of staff. 
  The Mayor and Councillors should not, within their communications, purport to make, 
or have made, decisions on behalf of the Council where they have no authority to do 
so. 
 
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4.4.5. 
Use of email 
  The use of e-mail and other electronic facilities is encouraged. Whilst electronic 
communications will tend to involve less formality than written communication, 
parties to this Code should avoid an inappropriate level of informality. 
  In using e-mail facilities for Council business, senders should address 
communications only to the appropriate named recipients and should avoid the use 
of wider or general circulation lists. 
  Parties to this Code must not use to their advantage information that has been 
communicated to them in error. 
 
4.4.6. 

Complaints about staff 
Staff are entitled to be treated with respect and not to be the subject of unreasonable, 
unwarranted, or defamatory public criticism by the Mayor or Councillors.  The following 
procedure sets out what the Mayor and Councillors should do if they have a concern 
about the conduct or competence of any member of staff: 
  First of all the Mayor / Councillor should consider discussing their concern with the 
member of staff concerned.  This is not always appropriate but it is often a good way 
of resolving issues.  
  If these discussions are not appropriate or successful then the Mayor or Councillor 
should raise the matter formally with the member of staff’s manager. 
  If the manager and the Mayor or Councillor are unable to resolve the issues then the 
matter is to be referred to the Group Manager and ultimately to the Chief Executive. 
  Concerns about the Chief Executive should be directed to the Mayor. 
  The outcome of any formal complaint will be reported to the Mayor / Councillor who 
made it.   
  Action against Officers is governed by employment law and the council’s 
employment procedures. 
 
4.4.7. 
Chief Executive’s Forum 
In order to assist communications within Council the CEO will organise an informal 
monthly forum to enable the Mayor and Councillors to raise issues of concern in an 
informal and confidential setting.  
 
 
4.5. 
Private Communications between Elected Members and Staff 
Council employees have the same rights of access to elected representatives as do 
other members of the public, and vice versa. In order to uphold the operational / 
governance separation, and for Council staff and contractors to remain politically neutral 
in their work, such communication should be handled with sensitivity.  
 
As a general guide:  
  Staff may communicate privately with elected members about any matters outside 
their employment, and vice versa, but where a staff member occupies a senior 
position or works closely with elected members, particular care should be exercised 
with such communications; 
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  Staff should not attempt to lobby or influence elected members with regard to 
decisions that fall within Council management, such as priority of work or allocation 
of resources, and vice versa. These matters should be raised and resolved within the 
existing business unit management structure; 
  Staff should not communicate privately with elected members about matters 
concerning their employment or their business unit, or vice versa. These matters 
should be raised and resolved with the Chief Executive or a manager/team 
leader/supervisor (either personally or through a representative); 
  If a staff member is approached privately by a Councillor, or vice versa, they should 
ensure that any such dealings are addressed, and seen to be addressed, from a 
basis of strict impartiality. If this situation arises, employees should always make 
sure that a manager/supervisor is informed. Any approach of this kind should be 
reported to the Chief Executive. 
 
4.6. Political 
Neutrality 
Elected members will have strong political views on which they have campaigned and 
been successful in promoting and getting themselves elected. A certain bias in favour of 
certain policies, etc., is expected of people who have put themselves in the arena of 
robust political debate. Elected members need to manage their political views carefully 
when undertaking Council business to avoid any appearance of bias. 
 
Council staff and contractors on the other hand serve the Council of the day and must 
also be able to serve successive Councils that may be politically different.  Staff are 
required to maintain the confidence of the current Council and also be able to establish 
the same relationship with future Councils. To do this staff must be politically neutral in 
their work, while being aware of the political environment in which they are working. If 
they do not maintain neutrality in a political environment they are vulnerable to 
manipulation. 
 
When any staff find themselves in a situation where their personal views on an issue 
conflict with those of Council, and they are not prepared to carry out an instruction, they 
should discuss the circumstances and options immediately with their manager/team 
leader/supervisor. 
 
4.7. 

Relationships with the Public 
Positive interaction with the public and external agencies or individuals concerned with 
Council is important to build understanding and appreciation of the work of Council.  
 
In any dealings all persons engaged in Council business should: 
  Be professional, courteous and helpful;  
  Provide information where appropriate;  
  Process any enquiries or complaints promptly and according to relevant procedure; 
  If any matter is not the responsibility of a given employee then, it should be passed 
to the person concerned or directly to someone who can help.  Where possible 
enquiries should be made on behalf of the person concerned and they should be 
given a name and phone number to contact; 
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  While elected members may, and are often expected to, take a position on any 
matter, staff and contractors must maintain the neutrality required of Council 
employees;  
  Value the customer, ratepayer, and resident 
 
4.8. 

Public Statements and Contacts with the Media 
The media plays an important part in local democracy. In order to fulfil this role the 
media needs access to accurate, timely information about the affairs of Council. From 
time to time, individual staff or elected members will be approached to comment on a 
particular issue either on behalf of Council, or as a staff or elected member in their own 
right. This part of the code deals with the rights and duties of staff or elected members 
when speaking to the media on behalf of Council, or in their own right. 
 
The following rules apply for media contact and public statements by staff on behalf of 
Council: 
  Only those staff authorised by the Chief Executive, or those who have express 
delegation as part of their job, can make public statements.  
  This applies to responses to all media calls, including:  
  Media enquiries or any other external communication by a member of the media. 
  Media requests for comment on Council policy. 
  Calls from journalists wanting staff to “comment” on a situation. 
 
In cases where a staff member has any doubt about what can be released to the media, 
the journalist should be referred to the Communications Manager.  
 
 
The following rules apply for media contact and public statements by elected 
representatives on behalf of the Council: 
 
  The Mayor can speak of behalf of the Council and is generally considered the first 
point of contact for the official Council view on any issue. Where the Mayor is absent 
or unavailable, the Deputy Mayor assumes this Council spokesperson role. If the 
Deputy Mayor is absent or unavailable, matters can be referred to the relevant 
committee chairperson, who can speak on behalf of his or her committee’s activities. 
  The Mayor may choose not to comment, but rather to refer media enquiries to the 
Deputy Mayor, relevant committee chairperson, other elected representative or the 
Chief Executive, for comment on behalf of the Council. 
 
Elected members are free to express a personal view in the media at any time, provided 
it is clear they are commenting in a personal capacity, as follows: 
 
  Media comments must not state or imply that they represent the views of Council. 
  Where an elected member is making a statement that is contrary to a Council 
decision or Council policy, the member must not state or imply that his or her 
statements represent a majority view. 
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  Media comments must observe the other requirements of the Code of Conduct, e.g. 
not disclose confidential information, or compromise the impartiality or integrity of 
staff. 
 
4.9. 
Representing the Far North District Council 
Parties to this Code appointed by Council to serve on other bodies must observe this 
Code in carrying out their duties on such bodies. 
 
 
4.10. Defamation 
Defamation is any statement, written or oral, designed to lower the esteem in which 
another person is held. To be defamatory, the statement must be untrue, must identify a 
particular person and must be published. “Published” means making the defamatory 
statement known to someone other than the victim. 
 
However, Clauses 52 and 53 of the Local Government Official Information and Meetings 
Act 1987 provide “that the publication of defamatory matter contained in a publicly 
available agenda or minutes is privileged, unless it can be proved that the publisher was 
predominately motivated by ill will or took improper advantage of the occasion of 
publication.  Any oral statements made at a local authority meeting are privileged, unless 
it can be proved that the person making the statement was predominately motivated by 
ill will or took improper advantage of the occasion of publication.” 
 
The reason for the existence of this privilege is so that a local authority can conduct its 
meetings in a way that is open and accountable. In order to perform the duties for which 
they were elected, members must be able to make statements at meetings without fear 
of an action for defamation.  However, the privilege is qualified to prevent an abuse of 
the power given to elected members. 
 
Elected members should strive to make no allegations that are improper or derogatory in 
the performance of their official duties and refrain from any form of conduct that may 
cause any reasonable person unwarranted offence or embarrassment. 
 
Staff do not have this qualified privilege and should take care at all time that they do not 
make any statements that are potentially defamatory. 
 
5.  Compliance and Review of Code of Conduct 
This section of the Code sets out how it will be monitored, implemented, and reviewed. 
 
5.1. Compliance 
Elected members must note that they are bound to comply with the provisions of this 
Code of Conduct (Local Government Act 2002, Schedule 7, section 15(4)).  Members 
are also bound by the:  
  Local Government Act 2002 
  Local Authorities (Members’ Interests) Act 1968 
  Local Government Official Information and Meetings Act 1987 
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  Secret Commissions Act 1910 
  Crimes Act 1961 
  Securities Act 1978.  
The Chief Executive will ensure that an explanation of these Acts is made at the first 
meeting after each triennial election and that copies of these Acts are freely available to 
elected members.  
 
5.2. 
Elected Members Monitoring Group  
All alleged breaches of the Code by elected members must be reported to the 
Monitoring Group. Any allegation of a breach of a Code of Conduct must be in writing to 
the Principal, make a specific allegation of a breach of the Code of conduct, and provide 
corroborating evidence. 
 
The group will investigate the alleged breach and prepare a report for the consideration 
of Council. Before beginning any investigation, the group will notify the elected 
member(s) in writing of the complaint and explaining when and how they will get the 
opportunity to put their version of events. 
 
The Council will consider the report in open meeting of Council, except where the 
alleged breach relates to the misuse of confidential information or could impinge on the 
privacy of a member of staff or of the general public. 
 
5.3. 
Responses to Breaches of the Code 
Breaches of this code are dealt with differently, depending on whether an elected 
member's conduct is in question, or a staff member. 
 
In all cases relating to staff (including contracted consultants) complaints must  be dealt 
with in accordance with the organisation's Human Resources policies. 
 
In cases relating to elected members, the exact nature of the action the Council may 
take depends on the nature of the breach and whether there are statutory provisions 
dealing with the breach. 
 
Where there are statutory provisions: 
  Breaches relating to members’ interests render members liable for prosecution by 
the Auditor-General under the Local Authority (Member’s Interests) Act 1968. 
Breaches which result in the Council suffering financial loss or damage may be 
reported on by the Auditor-General under the Local Government Act 2002, which 
may result in the member having to make good the loss or damage.  
  Breaches relating to the commission of a criminal offence may leave the elected 
member liable for criminal prosecution. 
In these cases the Council may refer an issue to the relevant agency, e.g. the Auditor-
General or Police.  Member of the public similarly may make such complaints, or the 
agency itself may take action on its own initiative. 
 
Where there are no statutory provisions, the Council may take the following action: 
 Censure. 
 
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Code of Conduct 
 
  Removal of the elected member from Council committees and/or other 
representative type bodies.  
  Dismissal of the elected member from a position as Deputy Mayor or Chair of a 
committee. 
  A decision to apply one or more of these actions requires a Council resolution to that 
effect. 
5.4. Review 
Once adopted, a Code of Conduct continues in force until amended by the Council. The 
Code can be amended at any time but cannot be revoked unless the Council replaces it 
with another Code. Once adopted, amendments to the Code of Conduct require a 
resolution supported by 75 per cent or more of the members of the Council present. 
 
Council will formally review the Code as soon as practicable after the beginning of each 
triennium. The results of that review will be presented to Council for their consideration 
and vote. 
6. Relevant 
Legislation 
  Local Authorities (Members’ Interests) Act 1968. 
  Local Government Act 2002 
  Secret Commissions Act 1910 
  Local Government Official Information and Meetings Act 1987 
  Local Authority (Members’ Interests) Act 1968 
  Securities Act 1978 
  Crimes Act 1961 
  Privacy Act 1993 and amendments (2000) 
 Building 
Act 
2004 
7. Associated 
Documentation 
 Disciplinary 
Matters 
policy 
  Fraud and Corruption policy 
 Privacy 
Policy 
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Code of Conduct - Summary
 
 
 
 
As elected members, staff and 

  Listen to our customers 
contractors… 
  Look for solutions 
We must be: 
  Have a sense of humour 
  Helpful and polite 
 
  Business-like 
Business-like 
  Open, honest and transparent 
We must: 
  Well informed 
  Be results and services focussed 
 
  Be professional and reliable –“we do 
The Far North District Council team is made up 
what we say we’re going to do, when we 
of elected members, staff and contractors. 
said we’ll do it, and we do it well” 
Together we work for the ratepayers and 
  Acknowledge that bureaucracy wastes 
residents of our district. We must act with a spirit 
customers’ money and our time 
of service to our communities and demonstrate 
 
Be efficient – complete our work on time 
integrity in everything we do. Our performance is 
and within budget 
measured by our results and through our 
 
Work hard 
conduct.  
 
Be positive 
 
 
The Local Government Act 2002, Clause 15, 
Open, honest and transparent 
Schedule 7, requires Council to adopt a Code of 
We must: 
Conduct. The standards required are applicable 
  Tell the truth 
to us all – elected members, staff and 
  Be factual and upfront 
contractors.  
  Outline situations as they real y are 
 
Admit our mistakes – be accountable 
 
Be honest about delays 
Our Mission 
 
Be reliable 
  To provide effective leadership 
 
Be trustworthy 
and responsive, affordable 
 
services.  
Well informed 
  To value our diverse lifes  
tyles 
 
We must: 
and unique environment. Build 
 
  Know our stuff 
Trust within stronger and safer 
 
  Answer questions confidently, or offer to 
communities.  
 
find the answers 
  To promote the economic, 
 
  Respond to our customers’ needs in a 
social and cultural 
 
timely manner 
advancement of the Far North. 
 
  Be concise with our communications 
 
  Speak and write in Plain English 
 
  Use our strengths as a team to gather 
Helpful and Polite 
the information we need 
We must: 
  Be team oriented 
  Say please and thank you 
 
  Be courteous and responsive 
 
 
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