Organisations must ensure the model conflict of interest policy reflects their level of conflict of interest risk.
This includes undertaking a risk assessment and building upon the minimum standards in the model policy to ensure high risk activities and functions are appropriately covered.
The guidance and tools on this page will assist organisations to assess their conflict of interest risk profile, including consideration of:
- Their activities and functions
- The community in which the organisation operates
- The personal circumstances of employees and their private interests
- The nature of client-contractor relationships.
When there is an intersection of function and interests, the conflict of interest risks increase.
Activities and interests with an increased conflict of interest risk
While conflict of interest may occur in any part of an organisation, some activities involve a higher risk than others. Similarly, while all employees have external interests, some interests are more likely to create concerns about conflict of interest than others. The tables below highlight some of the activities (Table 1) and interests (Table 2) that are likely to give rise to a higher risk of conflict of interest.
Table 1: Activities in organisations which increase the risk of conflict of interest
|Categories of activities||Examples of organisational functions/activities that may increase risk of conflict of interest|
|Procurement and recruitment||
|Regulating individual or business activities||
|Distributing funds or subsidies||
|Making binding decisions||
Table 2: Key interests/associations which increase the risk of conflict of interest
|Categories of association||Interests or associations that may increase risk of conflict of interest|
|Other public duties||
|Family and personal relationships||
Gifts, benefits and hospitality risks
Receiving gifts, benefits or hospitality can create a perception of a conflict of interest where decisions are made involving the giver of such gifts or benefits. The VPSC has set minimum accountabilities and provided guidance for the effective management of gift benefits and hospitality. See the Gifts and hospitality page for further information.
Your organisation’s conflict of interest policies and procedures should be linked to its policies and procedures for the giving and receiving of gifts, benefits and hospitality.